The basic classroom course session is two non-consecutive days. An online version will be available until COVID-19 health measures are lifted. Please contact your regional mutual aid representative for registration information.

The support of the regional representative can take the form of:

• Follow-up meetings with the Mutual Aid Committee to support the establishment and maintenance of the network
• Training sessions on mutual aid
• Thematic meetings on themes identified in your workplace: suicide, violence, alcoholism, etc.
• Organization of complementary training activities for mutual aid providers
• Production and distribution of content or resources on various topics of interest
• Connecting the networks in your region or with external resources (professional, community, and institutional)
• And more.

To support and facilitate implementation of the mutual aid network and the activities of mutual aid providers. In doing so, the Executive Committee is responding to the need to provide supports for members experiencing difficulties and thereby plays an important role in preventing psychosocial workplace harms.

Mutual aid providers’ knowledge of the workplace can identify members who are experiencing difficulties, sometimes long before a person’s situation is bad enough that they are motivated to contact the EAP themselves. By listening empathetically and providing support, caregivers can help the person become aware of their difficulties more quickly. Early intervention can often also prevent work stoppages. A mutual aid network is thus a complement to the Employee Assistance Program, although its activities take place well upstream of it.

Since most of the network’s activities take place in the workplace, it is helpful when the employer is in agreement with implementation of network supports. In general, the mutual aid workers’ activities demand only a few minutes per week. However, in the event that an employer is in complete disagreement, a network can still be set up on a union-only basis. It is important to ensure that peer helpers respect workplace rules in carrying out their activities so that they do not become a point of contention between union and employer. In this eventuality, consult the mutual aid representative in your region, who will be able to help you find ways of proceeding that are appropriate to the situation.

Many employers recognize the benefits of a mutual aid network. More and more support networks are operated jointly, and some are contracted. Among other things, this allows for sharing of the costs and responsibilities related to mutual aid activities. The creation of a joint mutual aid committee also provides an effective platform for addressing specific workplace issues and proposing awareness activities. Should you wish to present a mutual aid solution to your employer, your regional mutual aid representative can assist and accompany you. You can also find collective agreement language on mutual aid in the RESOURCES section.

The mutual aid provider offers peer-to-peer assistance to individuals in a confidential manner:

• Identifies people experiencing difficulties
• Approaches these people or welcomes requests for help
• Listens
• Refers to recognized resources
• Operates in the work environment
• Is attentive to the work environment and shares observations with their union, as necessary
• Participates in awareness-building activities in the workplace

Anyone who wants to get involved and has some of the following basic qualities or skills:

• Outgoing, caring attitude
• Ability to listen
• Discretion

Confidentiality is the cornerstone of mutual aid. Persons selected to become mutual aid providers must fully understand and adhere to the principle of confidentiality, which is integral to this role. Without confidentiality, the trust necessary for the network’s success cannot be built, and the network’s sustainability is compromised.

• Interest and motivation
• Confidentiality
• Executive Committee support and collaboration
• Participation and commitment on the part of persons involved, while respecting people’s abilities and availability
• Collaboration, respect, and discussion

This depends on the individual, but the role generally demands only a few minutes each week. Sometimes a little more, sometimes a little less. Providers must be aware of their own limits, and availability may be limited to work hours or extended beyond them, depending on the provider’s situation. The training session includes time to reflect upon and discuss these issues, so that you can assess your own needs regarding this very personal question.

Some may experience hearing out the private concerns of others to be uncomfortable. But a person may have other qualities and skills which can also help the Mutual Aid Committee in its work:

• Ability to work in and with a team
• Positive leadership qualities (positive attitude, avoidance of gossip, a conciliatory, nonconfrontational attitude, leading by example)
• Organizational skills (organizing kiosk on mental health issues, writing articles for the union newsletter, leading Mutual Aid Committee meetings, suggesting promotional activities for the network)
• Public speaking skills (presenting on mutual aid at a general meeting, meeting with the employer to request permission for displays or activities)
• Good written communication skills (writing articles for the union newsletter, putting together a resource directory)
• Knowledge of social media (managing a Facebook page, starting a confidential Messenger group)

There are various advantages to having a mutual aid network. Get in touch with your regional mutual aid representative, whose role is to accompany and support you in the process of implementing a mutual aid network. Together, you can determine the best approach for encouraging your Executive Committee to consider the many advantages of a mutual aid network.

Confidentiality is one of the basic principles of mutual aid. This means that notes containing personal information should be stored securely and destroyed as soon as possible. However, it is recommended that providers keep anonymous records of interventions and that an annual report be submitted to the Mutual Aid Committee or the Executive Committee, depending on the structure in place. Such reporting, combined with an action plan, permits the Mutual Aid Committee to evaluate the situation and to assess needs related to mutual aid. You can find an example of a reporting sheet in the RESOURCES section.