Here are a few things I like to point out about this comeback mom's resume, which was written in 2004 when she was returning to work after 13 years as a stay-at-home mom. This and most of the other resume examples in this collection were created using professional resume templates from my Ready-Made Resume Builder. Pamela hired a member of Susan Ireland's Resume Team to write her resume, following my 10 Steps: How to Write a Resume. Filed under Consulting Resume Samples, Human Resources Resume Samples and tagged Career Change, Chronological Resume Samples, Employment Gap, Re-Entering Workforce, Unemployed Now. A program plan links to the strategies or broad approaches to facilitating change identified in the program plan. According to THCU, activities are products or services that are made or held for a given audience, such as an event, a phone-in counseling service or a self-help group. Ideally, healthy workplace plans are flexible and allow individuals to indicate the changes or supports they need in order to work well and be productive.
Formative evaluation plans must be created during the program planning phase, before implementation. There are three types of evaluations to consider[2], not all of which will necessarily be used for every program. Formative evaluation measurement can help improve the program during and after the implementation. Generates information that can be used to demonstrate the results of the program to funders and the community. Focuses most on program activities, outputs and short-term outcomes for the purpose of monitoring progress and making mid-course corrections when needed. Helpful in describing the quality and effectiveness of the program by documenting its impact on participants and the community. When conducting evaluations, practitioners should think about expected outcomes, how achievements will be measured and the role of the workers themselves in program planning, design, implementation and evaluation. There are many things to think about when developing an evaluation plan, only some have been explored in this Info-Pack. An organization’s healthy workplace committee is responsible for developing a detailed work plan.
A healthy workplace committee used an organizational culture audit ? a type of situational assessment. Online Health Program Planner provides additional information and helps users develop a full, comprehensive plan.
In Canada and the rest of the world, not enough research has been conducted to find the workplace interventions that are good practices, those that work well and those interventions that do not work as intended.
Psychological Support: A work environment where coworkers and supervisors are supportive of employees’ psychological and mental health concerns and respond appropriately as needed. Provide a portable computer to enable an employee’s ability to work at home or at unusual hours when needed.
Create opportunities for training and mentoring to enhance managers’ interpersonal and people management skills. Ensure widespread awareness of the company benefits and programs that employees can access to address and support their mental health. Create “stay-at-work” policies and programs to assist employees who remain at work while dealing with mental health concerns including formal and informal accommodations, such as allowing an employee to temporarily work part-time when they are returning from an absence. Create a support net for new employees by pairing them with a mentor and a peer during their orientation.
Create an organizational mission statement that incorporates values of trust, honesty and fairness and display it prominently for staff and the public. Create standardized orientation sessions for new employees with information about company’s mission and values and standards for employee behaviour. Identify role models or mentors for new and junior employees to strengthen and ensure the continuity of organizational culture.
Hold all members of the organization accountable for their actions and ensure that managers and leaders are held accountable to the same or higher standard.
Clear Leadership and Expectations: A work environment where there is effective leadership and support that helps employees know what they need to do, how their work contributes to the organization and whether there are impending changes. Develop a schedule of ‘check-ins’ with employees and managers to address issues of concern.
Create mandatory training sessions for management and aspiring managers that builds skills around emotional intelligence, mental health in the workplace, assertive and non-violent communication, leadership and ethics.
Civility and Respect: A work environment where employees are respectful and considerate in their interactions with one another, as well as with customers, clients and the public.
Create a “Matter of Respect” policy that goes above regulatory requirements to foster an environment that respects diversity and ensures a safe workspace where employees feel comfortable to be themselves.
Give equal consideration in employment and advancement decisions to qualified persons with mental health disabilities. Psychological Job Fit: A work environment where there is a good fit between employees’ interpersonal and emotional competencies, their job skills and the position they hold. Hire managers and leaders based on their ability to demonstrate and understanding and commitment to leadership capabilities and supportive management practices rather than technical skills. Have employees complete a personality and skills assessment before they are hired and placed into a position. Provide reinforcement and praise for employees’ demonstration of interpersonal and emotional competencies. Growth and Development: A work environment where employees receive encouragement and support in the development of their interpersonal, emotional and job skills. Create a mentor program that links new employees to experienced employees to create a social and professional support.
Host an annual education fair that highlights opportunities for personal and professional development and provides information on the company’s reimbursement policies. Develop an internal training and development syllabus that lets employees know about all available opportunities in the company for growth, education and training.
Provide seminars, workshops, lunch and learns, seminars, conferences and educational activities for employees that focus on both individual and department needs.
Recognition and Reward: A work environment where there is appropriate acknowledgement and appreciation of employees’ efforts in a fair and timely manner.
Celebrate employee dedication by providing an INDIVIDUALIZED GIFT to the employee on their 10, 15, 20-year employment anniversaries and recognize to the whole organization in a newsletter, email or announcement. Reward long standing employees with scholarships for their own growth or child-education savings accounts. Three or four times during the summer, the company hosts a free barbecue lunch to which all employees are encouraged to come.
Provide employees with constructive informal rewards such as closing the office early on a Friday after a hard week or allowing an employee who has done a good job the opportunity to try a new role and to take on additional responsibilities. Provide dental, vision and mental health coverage that takes effect on the first day of employment. Encourage employees to publicly acknowledge and thank their peers for exceptional effort, doing an outstanding job, enhancing the work environment, showing tremendous passion for the job or for providing leadership.
Involvement and Influence: A work environment where employees are included in discussions about how their work is done and how important decisions are made. Ensure management is approachable and available to communicate by implementing an open door policy and by being visible around the office. Involve employees in the interviewing and screening for job candidates to ensure that existing team members are comfortable with hiring decisions. Encourage employee participation and involvement during times of organizational change, providing empathy and support throughout. Workload Management: A work environment where tasks and responsibilities can be accomplished successfully within the time available. Train managers to be flexible with schedules to accommodate staff needs and to model good practices.
Engagement: A work environment where employees enjoy and feel connected to their work and where they feel motivated to do their job well. Conduct an annual satisfaction survey where employees can evaluate and provide feedback on their manager’s performance in the areas of communication, leadership, conflict management and innovation. Balance: A work environment where there is recognition of the need for balance between the demands of work, family and personal life. Provide personal days rather than sick days – this allows additional flexibility for employees who have childcare or eldercare concerns.
Allowing workers to take paid or unpaid time during the day for medical appointments or deal with urgent family issues encourage employees to take time off to spend with family.

Family Day open-house event where the family is invited to join staff for a day of games, tours, stories and food. Hold employees accountable to getting all the work they need to get done finished, but enable them to work in the evenings or mornings at home if they cannot spend their full day in the office. Allow a full-time employee to job share rather than quit by allowing them to become a part-time employee and hire a second part-time employee to cover the other half of the work. Provide telecommuting options during the summer so that those with school-aged children, employees caring for aging parents or employees with other circumstances can opt to work from home.
Psychological Protection: A work environment where employees’ psychological safety is ensured.
Provide Mental Health First-Aid training during employees’ regular hours and funded by company. Encourage a safety culture by rewarding areas that have low accident rates with points towards prizes or bonuses. Host emotional wellness seminars to teach employees new skills and strategies for staying psychologically fit in an emotionally demanding job environment. Provide retraining and gradual return to work for employees as needed who have been away for an extended leave.
Providing employees the option to turn off fluorescent lights in their offices and bring in floor or table lamps.
Provide a quiet break room or an enclosed office for employees to go to when they need a break.
Providing a private space for employees to make phone calls during the day for personal or professional support.
Situation: To reduce turnover, Lee Valley wanted to show employees that there was room for growth within the organization. Result: Employees see that opportunities for growth and development come in many shapes and forms and many employees have grown and developed their careers at Lee Valley through these measures.
Canadian Best Practices Portal for Health Promotion and Chronic Disease Prevention, by the Public Health Agency of Canada, is a database of evaluated, best practice interventions. Logic Model Workbook, by THCU, provides an overview of logic models including what they are, why they are important and how to use their four-step approach to creating program logic models. Unemployed adults aged 18a€“64 years were less likely to have private insurance and more likely to be uninsured than employed adults.
Unemployed adults in 2009a€“2010 were more likely to have fair or poor health than employed adults across all categories of insurance coverage.
Unemployed adults were more likely to have serious psychological distress than employed working-age adults, regardless of health insurance coverage. Unemployed adults had more difficulties obtaining needed medical care due to cost than employed adults, regardless of insurance coverage. Unemployed adults had poorer mental and physical health than employed adults; this pattern is found for insured and uninsured adults.
Unemployed adults were less likely to receive needed medical care due to cost than the employed in each insurance category. The unemployed were less likely to receive needed prescriptions due to cost than the employed in all insurance categories. Uninsured adults were less likely to receive needed medical care and prescription drugs due to cost than those with public or private insurance, regardless of employment status. The 2007a€“2009 recession was the longest and deepest since the Great Depression; the economy is still recovering (1). Unemployed adults were more likely to be non-Hispanic black, to have less than a high school education, and to have family income below the poverty level in the previous year than employed adults (Appendix table). Adults with public health insurance and the uninsured were more likely to have fair or poor health than those with private coverage, regardless of employment status. Adults with public health insurance and the uninsured were more likely to suffer serious psychological distress than those with private insurance, regardless of employment status. Uninsured adults were more likely to experience delayed or no needed medical care than adults with either private or public health insurance. Adults without health insurance, both employed and unemployed, were more than twice as likely to not get needed prescription drugs because they could not afford them as those with either public or private insurance. Lack of health insurance has been shown to be associated with problems obtaining needed health care (3), and the unemployed are less likely to have health insurance than are their employed counterparts. This analysis compares the health status and access to care of employed and unemployed adults and shows that unemployment is associated with unfavorable health and access to care among adults in the labor force over and above the loss of health insurance. In addition to having poorer health, unemployed adults were more likely to delay or not receive needed medical care and needed prescriptions due to cost than their employed counterparts across categories of insurance coverage. Serious psychological distress: The K6 instrument measures psychological distress associated with unspecified but potentially diagnosable mental illness. Data from the 2009 and 2010 National Health Interview Survey (NHIS) were combined for this analysis. NHIS is designed to yield a sample representative of the civilian noninstitutionalized population of the United States, and this analysis uses weights to produce national estimates.
All material appearing in this report is in the public domain and may be reproduced or copied without permission; citation as to source, however, is appreciated.
Only one in three Australians would consider employing a person who has a mental illness, making it a bigger barrier to employment than having a physical disability . New research commissioned by not-for-profit employment services provider WISE Employment revealed a notable stigma around employing people with a mental illness, with half of the respondents believing they could be unreliable and disruptive in the workplace. With one in five Australians affected by mental illness in any given year , the research highlights how many Australian workers can be impacted by such misconceptions. To coincide with Mental Health Week, WISE Employment is launching Empowermental, a new campaign that aims to break down stigma and encourage Australian businesses to consider employing a person with a mental illness.
Pamela (not her real name) is a mother who is returning to the workforce after many years of full-time parenting. Even though Pamela was unemployed when her resume was written, she found a lot of relevant experience to put on her resume. Looking at her Professional Affiliations section, we can see that Pamela planned ahead for her re-entry into the workforce. Clients assessed facilities, staff relations, mental health services and cultural sensitivity. Coached and trained supervisors in meeting facilitation resulting in productive work groups and a stronger sense of cohesiveness. For example, “building healthy public policy” or “creating supportive environments” are strategies. Flexible work programs support everyone within the workplace, they enable every employee to be more productive, less stressed and have overall better mental health. This shows whether the program was successful and can be used to decide whether it should continue. Although data may be collected throughout the program, the purpose is to determine the value and worth of a program based on results. In order to begin an evaluation plan, effective process and outcome objectives need to be created. Indicators are the units of measurement used to assess the extent to which objectives have been met. The work plan should outline the program objectives, activities and evaluation methods in each phase of the plan. Mentors can help develop skills and competencies and can teach new hires how to successfully navigate the organization’s culture. This can involve an outline of possible career planning opportunities and include the technical and personal leadership expectations of all employees. These educational opportunities could be provided by internal experts or external organizations. Employees can receive two hours of tutoring a week within their regular work schedule at no personal cost and employees are paid for one of the two hours. Working well can be determined by providing exceptional service, supporting organizational programs, fostering teamwork or by staying late during a heavy work period.
This can help reinforce positive communication, provide a venue for thinking about coworkers’ positive characteristics, break down communication barriers between staff members and help to frame staff interactions positively. Also, allow employees a venue for communicating their thoughts and concerns with senior executives.
This helps increase feelings of control, alignment or buy-in to the company’s mission and increases employees’ sense of pride in their work.
Ideally their involvement would be included from the beginning, if not however they should at least be consulted before the plan is finalized.

Stay interviews are where new employees meet with a human resources manager after three months and then again after six months to have a formal retention interview.
These practices can help reduce work-conflict and unhealthy stress and can improve productivity. This also creates a succession plan for if the employee decides that they do want to retire or stop working all together. This gives employees first crack at these positions and many people have grown and developed their careers through this feature. Parkinson, “Establishing a Core set of Sustainable National Mental Health and Well-being Indicators,” Scotland Journal of Public Mental Health (2006) 5.1.
The number and rate of adults aged 18a€“64 years lacking health insurance has been increasing, in part due to the historically high unemployment rates.
However, it is not possible to know from these data the extent to which unemployment is a cause or effect of poor health. Thus, the unemployed reported both worse health and less access to needed care and treatment than employed adults. Serious psychological distress during the past 30 days is defined as a score of 13 or more on the K6 instrument (5).
NHIS data are collected continuously throughout the year for the Centers for Disease Control and Prevention's (CDC) National Center for Health Statistics (NCHS), by interviewers from the U.S. Point estimates and estimates of corresponding variances for this analysis were calculated using SUDAAN software to account for the complex sample design of the NHIS.
Percent of poverty level is based on family income and family size and composition using U.S. She used the term "Organizational Development" in her two most recent job titles to match her job objective. She didn't need to because she had such rich volunteer work to fill that span of time on her resume.
Each strategy contains one or more activities.  Planning terms may vary between organizations. Many practices that are used to promote mental health are also strategies for supporting employees who have mental illness.
The majority of Canadians are reporting higher levels of burnout, major depression, anxiety and other mental health problems[1]. A mix of health and business indicators should be used and if organizational levels of change have been included, indicators regarding the workplace culture, including the psychosocial environment, will be necessary.
One of the issues flagged was that employees felt their stress levels were almost unmanageable.
This way, employees are able to know what skills are needed for them to progress to the next level. Find out from the team what they would value receiving by giving them a choice between a couple of different prizes, one example of a prize could be a gift certificate to the cafeteria. This can help managers understand what they are doing well and what the managers and the organization as a whole could do even better to support their employee. For employees who want to further their education, Lee Valley has an education policy, paying the tuition as long as it has some relevance to their job or is along the lines of professional development.
However, even having comprehensive health insurance coverage does not guarantee access to needed services, in part because of cost-sharing, including copayments and deductibles. This pattern was found not only for those without health insurance but also those with public and private insurance. Public insurance is Medicaid, Medicare, other government-sponsored programs, or a military health plan (TRICARE, VA, or CHAMP-VA). All estimates shown in this report have a relative standard error less than or equal to 30%.
It’s important to be realistic about what can be accomplished with the human and financial resources available.
Therefore, one benefit of implementing many of these programs is that they also aid people with mental health issues. Mentally healthy workplaces provide mentally healthy options and programs for all employees.
Process indicators help you decide whether your program was implemented in the way you intended. The program work plan needs to be revisited regularly to check on progress and to make any necessary modifications.
For example, social and environmental support is extremely beneficial when trying to promote behaviour change.
Curriculum could feature mathematics, adult literacy, GED preparation, English as a second language, basic computing and life skills classes. Health insurance is a major determinant of access to both preventive and acute health care. Unemployed persons may retain their health insurance through the Consolidated Omnibus Budget Reconciliation Act (COBRA) or through other programs, but COBRA payments in particular may be quite expensive, and individual insurance plans may be less comprehensive than many employer-sponsored plans (4). Adults with private health insurance were more likely to have serious psychological distress and respondent-reported fair or poor health status if they were unemployed.
Adults covered by both private and public insurance were considered to have private insurance.
NHIS collects information about the health and health care of the civilian, noninstitutionalized U.S. Differences between percentages were evaluated using two-sided significance tests at the 0.05 level with no adjustment for multiple comparisons. By making these programs available to everyone, employees with mental illness can access them without disclosing and potentially exposing themselves to stigma and discrimination.
Employees said they dreaded coming to work and often spent long hours answering emails on their off hours. Thus, although some unemployed adults may retain coverage for some period of time, they may be less able to meet cost-sharing requirements because of reduced income associated with unemployment.
In fact, unemployed privately insured persons were more than three times as likely to have serious psychological distress as their employed counterparts. Persons without private or public insurance and those with only Indian Health Service coverage or only a private plan that paid for one type of service such as accidents or dental care are considered uninsured. Also, from the onset of the program, an organization should evaluate and share its findings. Thus, unemployment affects their access to health services, due to both loss of employer-sponsored health insurance and reduced income (3).
Interviews are conducted in respondents' homes, but follow-ups to complete interviews may be conducted over the telephone. Tasks include such things as hiring a consultant, researching potential speakers or booking meetings.
As a response to the assessments, the healthy workplace committee set a goal of creating a more resilient and mentally supportive workplace and decided to tackle three issues: 1) individual stress management skills, 2) management support skills, and 3) workplace policies around workload. More Canadian groups need to contribute to the evidence base for good practices in workplace mental health promotion. This report uses data from the 2009 and 2010 National Health Interview Survey (NHIS) to compare the health insurance status, health, and access to health care of employed and unemployed adults aged 18a€“64 years. There were no significant differences between employed and unemployed adults in the percentage who had ever been diagnosed with selected chronic conditions, including hypertension, heart disease, diabetes, or cancer (NCHS unpublished analysis of NHIS data), and so the need for health care to treat these chronic conditions exists for both employed and unemployed adults. Lack of comment regarding the difference between any two statistics does not necessarily suggest that the difference was tested and found to be not significant.
Tasks are operational steps or actions that contribute to the development of activities for an audience.
It compares health status and access to care between the employed and unemployed by insurance status to show associations between these factors and employment net of insurance status, a major determinant of health care access. Most information presented in this data brief was reported by a family respondent in the family component of the survey.
Questions on serious psychological distress and access to prescription drugs were self-reported by the sample adult.

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