As Canadian organizations face rapid workplace transformation, frequent restructuring and job changes from AI, workforce resilience and psychological safety have become more important than ever.
On September 23, 2026, TELUS Health hosted its Employers Connect session, bringing together senior wellbeing practitioners and HR leaders to examine the evolving state of workplace wellbeing and discuss strategic approaches for managing organizational change.
The session was led by Paula Allen, Global Leader and Vice President of Research, Insights and Strategic Communications at TELUS Health, alongside a panel of Canadian industry practitioners who shared practical advice and case studies.
Watch the on-demand recording of the session or keep reading below for a summary of the key points.
Paula Allen opened the session by drawing on findings from the TELUS Mental Health Index. The data presented a sobering picture for employers. Collective mental health among working individuals has declined and remained in a diminished state.
Paula distinguished between three distinct states along a continuum: mental health, chronic stress and mental disorder. Being mentally healthy means having the internal capacity and resilience to cope with daily life and occupational demands. Mental stress becomes dangerous when it is unrelenting and unmanaged, turning into a significant risk factor for mental disorder. Left unaddressed, chronic stress can cause structural changes in the brain over time.
The key takeaway for employers is that no human being is immune to these risks. Ongoing investment in workplace wellbeing is fundamental to supporting brain health and mitigating systemic organizational risk.
With the pressures shaping today’s work environment, employees feel increasingly isolated and workforce anxiety is high.
Paula introduced the concept of the "fight, flight, freeze or fawn" responses to acute or ongoing stress. In the workplace, the "fawn" response causes employees to pretend everything is fine or lie rather than speak up. This has profound consequences for organizations attempting to navigate change. Without transparent feedback, strategies and organizational shifts fail.
The rapid integration of AI and changing job dynamics are a big part of what’s affecting Canadian workplaces today. If automated tools absorb all routine tasks, human workers may be left handling only high-strain or emotionally draining tasks. Without intentional job design that incorporates structure and clarity, employees face severe mental fatigue.
This change poses risks for employers as well. The legal duty to ensure physical safety also applies to psychosocial safety, but the risk is increasing faster, Paula said. Many countries are taking notice and starting to introduce or consider legislation to protect worker mental health.
“Now, the issue of our time is mental health. Now, that is what's impacting our economy. Now, that is where we see a greater risk in younger cohorts because of the lack of stability into which they were born. Do you think any country is going to say, 'Not my business'? No. This is about economic stability, not just the health of individuals.” — Paula Allen, Global Leader and Vice President of Research, Insights and Strategic Communications, TELUS Health
Paula presented a practical framework structured around three interconnected pillars that together form the foundation of a mentally healthy organization:
The second half of the session featured a panel including Salah Sahib, Senior Director, Total Rewards, Payroll, HRIS at Psycho Bunny and Maria Da Silva, Manager, Disability and Benefits at Saputo. Together, they brought diverse perspectives on the theme of workplace change from the retail and food production industries. Key themes discussed by the panel included:
Addressing unconscious bias & communication: Maria shared Saputo's implementation of unconscious bias training and conversation scripts for managers. A suite of tools helped leaders navigate conversations using facts rather than assumptions, promoting inclusive and judgment-free dialog.
“We've helped a lot of our leaders with prompts...Here are the simple little sentences that you can use every single time and here's a little script for you: here's what you can say when you approach the person; here's what you can say when you're sitting with them; here's what you can say when you're welcoming them." - Maria Da Silva, Manager, Disability and Benefits, Saputo
Empathetic leadership training: Salah Sahib stressed the value of ongoing leadership training to build an organization that remains adaptable and resilient during periods of rapid structural change.
“Having trained, empathetic leaders is going to create a true physical and psychological safety net across our stores and our corporate offices and I think that's what's going to give us the stability to handle whatever change comes next in the future.” — Senior Director | Total Rewards | Payroll | HRIS at Psycho Bunny
Peer & leader support frameworks: Both panelists highlighted peer-support models, such as certifying Mental Health First Aiders across operating locations and shifts to identify early signs of distress and connect workers with professional help.
“I trekked across Canada and trained over 300 mental health first aiders across Canada, which was an amazing journey. Once you get to talk to people face to face, it's when you really get a pulse on the reality that people face.” - Maria Da Silva, Manager, Disability and Benefits, Saputo
The session concluded with key takeaways for organizational leaders: