One of PAR’s core values is to give back to the community. Throughout the year, our staff members volunteer their time to benefit many charitable organizations in the Tampa Bay area. Here’s a look at some of the activities and events PAR staff have participated in recently.  

PAR staff partnered with Feeding Tampa Bay to support their Mega-Pantry program in both April and July. The Mega-Pantry distributes fresh fruits and vegetables, bread, dry goods, and more in a drive-through-style event to those in our community who are experiencing food insecurity. This program is held several times per week in various locations around Tampa. PAR staff members spend an afternoon sorting food, directing traffic, and loading hundreds of cars with enough food to feed each family for a week. 

PAR staff continued our yearly tradition of participating in United Way’s Week of Caring. PAR volunteers donated their entire day to helping a local family’s housing dreams come true as they helped Habitat for Humanity to build a home in one of its new neighborhoods in the Tampa area. 

Throughout the spring, volunteers from PAR gathered donations to benefit mandatory reporter training through Mary Lee’s House. Mary Lee’s House is Hillsborough County’s first and only Child Advocacy and Protection Center. Mandatory reporter training is an important way that Mary Lee's House helps advocate to prevent child abuse. The donations provided during the training are meant to be small tokens of appreciation for the critical role mandatory reporters play in keeping our community's children safe. 

PAR staff participated in the Camp Circle of Love send-off event for Lifepath Hospice in mid-April. Each of the children and teens being sent to camp have lost a loved one. The 70 campers returned on Sunday after a weekend filled with laughter, games, and new friendships. 

In June, PAR employees and their families raised money for the American Heart Association (AHA) during our annual Bowling for Hearts event. The AHA focuses on helping people lead healthier lives and addressing the risks of cardiovascular diseases and stroke. The AHA is the nation’s leader in providing lifesaving CPR education and funds research in a variety of areas focused on cardiovascular health. PAR was proud to raise funds again this year for the AHA. 

We are so grateful to be able to give back to our community with our time, energy, and resources. To learn more about what we are doing to make a difference in the Tampa Bay area, visit our Community PARtners page.

When staff members at PAR are developing a new test, several rounds of data are collected in order to be sure that the test is measuring what it has intended to measure and that it represents the appropriate populations accurately. Data collection occurs all across the U.S. to help us gather that information. Multiple stages of data collection are crucial to test development. Learn more about the different stages of data collection and what is entailed in each step. 

Pilot 

The pilot stage of data collection is when preliminary data is gathered on a proposed measure with a small sample. The goal of pilot data collection is often to make decisions about item selection, and to determine any aspects of the test that may need alteration prior to standardization. Data collectors provide valuable feedback to PAR staff during this stage regarding the administration of the test and ways it can be improved. 

Standardization 

Standardization involves gathering data using the proposed measure with a larger, representative sample to create norms used by clinicians to score and interpret results upon the test’s publication. PAR uses Census-based norming to ensure our samples are proportionally representative of the demographics of the United States. Each examinee is evaluated for age/grade, sex, race/ethnic group, and participant’s or parent’s educational attainment in addition to their responses to the assessment. PAR’s data collection staff monitor the data closely to ensure each geographic region of the United States is represented. The standardization stage of a project provides additional data collection opportunities to gather reliability data through interrater and test–retest cases, as well as validity data using concurrent measures. 

Clinical groups 

Specific clinical groups may be recruited to serve as clinical comparison samples in data collection.. These clinical cases may require additional documentation from the data collector. The clinical populations recruited vary depending on the construct the test intends to measure. 

Get involved! 

Interested in becoming a data collector for an upcoming project? Have access to a specific clinical group that needs more research? Learn more about how you can PARtner with PAR. 

Want to learn more about data collection and standardization? PAR staff members recently addressed this topic on The Testing Psychologist podcast. Tune in here.

Ever wonder how PAR gets the information needed to standardize our tests? We rely on data collectors all across the U.S. to help us gather that information. Data collectors are crucial to test development because they help us find the clinical, standardization, and reliability samples needed to create our assessment products. If you have an interest in contributing to the field in a meaningful way, you might be just the person to help us create our next instrument! 

Who can be a data collector? 

Most of our data collectors are clinical psychologists, school psychologists, psychometrists, speech and language pathologists, and other clinicians. PAR follows the American Psychological Association’s (APA) Guidelines for Psychological Assessment and Evaluation, a system of qualification levels that guides decision-making about who can purchase, administer, and interpret tests (APA, 2020). Anyone administering assessments must be well trained in standardized administration protocols, ethics, and demonstrate competency in practice. For data collection, requirements differ by test. Most projects require a PAR qualification level of B or C. 

What is involved in data collection? 

Data collectors are responsible for finding participants and are compensated on a per-case basis that varies by project. PAR does not pay participants directly, although we can provide gift cards for your participants at your request, deducted from the total amount per case. For most projects, there is no minimum number of reservations required. However, we do set a maximum number of cases that can be accepted from any one examiner/site so that we can ensure geographic diversity in our samples. 

Data collectors submit required demographic information for the participants they intend to test. It is necessary for data collectors to provide accurate demographic information. PAR uses Census-based norming, and we must ensure all demographic groups are appropriately represented. The data collection team at PAR will make a reservation for each participant based on demographics provided. Once a reservation has been made, materials will be provided to data collectors to begin testing. 

Each project is slightly different, ranging from completing rating scales online to administering performance-based tests in person. The general process involves obtaining informed consent from the participant, administering the test, and submitting the data and materials to PAR. 

Do data collectors receive compensation? 

Yes, they do! We are incredibly grateful for our data collectors and try to demonstrate this via prompt payment. PAR offers data collectors an option for either cash payments or credit toward PAR products and have provisions for compensating examinees. 

How do I get involved? 

It’s easy! Simply visit our Partner with PAR page and follow the directions listed under, “How do I become a data collector for PAR?” 

Want to learn more about data collection and standardization? PAR staff members recently addressed this topic on The Testing Psychologist podcast. Tune in here.

The changing landscape of workplaces has drawn heightened attention to the needs and expectations of employees nationwide regarding the issues of work–life balance and mental health support. 

The recent survey by the American Psychological Association (APA) sheds light on the prevalence of toxic workplaces and their detrimental impact on mental health. Of the data coming out of this survey, most startling was the revelation that 19% of workers reported their workplace as somewhat or very toxic. Even more alarming, those in such environments are three times more likely to suffer mental health harm at work than those individuals who are in nontoxic settings. 

This blog discusses the importance of these findings, what employers can do in light of this data, and the role mental health providers can play in supporting individuals facing toxic work situations.

Understanding the impact of a toxic work environment 

The APA survey brought to light the destructive toll a workplace can have on an individual’s mental well-being. 

According to the survey, more than one in five workers revealed they've suffered mental health harm at work. Even worse, reported cases of harassment have jumped from 14% in 2022 to 22% in 2023. More than two-thirds of employees report experiencing workplace stress in the last month, with 57% reporting negative impacts that are associated with burnout. 

Other notable findings from the survey include:

• Discrimination is a serious problem, with 22% of respondents saying they witnessed discrimination in their current workplace and 15% saying they have experienced it themselves. 
• Employees are still concerned about the impact of disclosing a mental health condition to their employer, with 43% responding that they worry about the impact it might have on them in the workplace. And 55% of employees believe that their employer thinks their workplace is mentally healthier than it actually is. 
• Different job types face different kinds of challenges. Employees working in customer or client-facing roles may deal with verbal abuse whereas 10% of manual laborers reported being subjected to physical violence.

No matter the field, it is clear that employers need customized strategies to combat toxicity in various work environments.

Proactive steps for employers 

To foster a supportive and mentally healthy work environment, employers can take several proactive measures to combat toxicity and promote mental health: 

• Promote psychological wellbeing. Organizations must prioritize mental wellbeing as part of company culture and offer benefits that support that. Keep your team informed about available mental health resources and openly promote a healthy lifestyle. Among employees who reported being unsatisfied with the mental health support provided by their employer, 57% intend to look for a new job within the next year. 
• Encourage time off. It's crucial to create a culture that supports breaks and time off. By giving employees a chance to recharge, you can prevent them from burnout and keep the team thriving. Only 40% of respondents report that their time off is respected. 
• Foster a positive work culture. Create a positive environment that embraces respect, empathy, diversity, and open communication. Nurture a culture where everyone feels valued and appreciated. Provide objective and subjective resources—both tangible benefits and cultural support. 
• Avoid micromanaging. More than 40% of workers report feeling micromanaged during their workday. Of those who feel micromanaged, they report increased levels of workplace stress. 
• Combat discrimination and harassment. Prioritize strict antidiscrimination and antiharassment policies. Training for all staff increases awareness and sensitivity. Make it clear there is zero tolerance for discrimination and set up confidential channels for reporting incidents so anyone who is experiencing this can report it. 
• Offer work–life harmony. Promote work–life balance by offering flexibility where possible and giving employees a sense of autonomy over their work. Respondents who said they were satisfied with their level of control over how, when, and where they do their work were much more likely to report that their overall mental health level is good or excellent (79%) compared with those who reported being unsatisfied with their level of control (44%). 
• Establish connection and community. Fostering a sense of belonging among employees is crucial. Employers can organize team-building activities, create employee resource groups, and host social events to strengthen bonds and create a supportive network within the workplace. 
• Provide opportunities for growth. Offering career development programs, training, and mentorship opportunities is vital. Employees who see growth prospects within the organization are more likely to stay engaged and satisfied, reducing turnover and promoting overall wellbeing.

The role of mental health providers 

For mental health providers, it's essential to address the challenges faced by individuals who are working in toxic environments. Some notable numbers from the survey: individuals who reported a toxic workplace were more than twice as likely to report that their overall mental health was fair or poor than those who did not report a toxic workplace (58% versus 21%). Of those who reported working in a toxic environment, 76% also conveyed that their work environment has a negative impact on their mental health. 

Here are some strategies you can use with individuals who are experiencing workplace stress that impacts their mental health: 

• Identify workplace-related stressors. Mental health providers should be vigilant in recognizing signs of workplace-induced stress, anxiety, and depression during therapy sessions. Understanding the work environment helps tailor interventions effectively to address specific challenges. For example, employees working for nonprofit and government organizations were more likely to report a toxic workplace than those in private industry, whereas those in upper management were less likely to report a toxic workplace than individual contributors or front-line workers. 
• Validate and empathize. Clinicians should validate and empathize with individuals experiencing toxic workplaces, helping them recognize that their experiences are real and valid. 
• Provide coping strategies. Equipping individuals with coping mechanisms to manage workplace stress and navigate difficult situations is crucial. Techniques such as mindfulness, boundary setting, and self-care can significantly improve wellbeing. 
• Address trauma. Mental health providers play a vital role in supporting those affected by workplace violence or harassment, aiding in trauma processing and resilience building. Providing a safe space for expression and healing is paramount. 
• Advocate for self-care. Promote the importance of self-care, whether that means encouraging individuals to find an outlet through exercise, hobbies, or spending quality time with loved ones to offset workplace stress. 
• Encourage connection. Although most workers are satisfied with their workplace relationships (89%), more than a quarter of employees report feelings of loneliness or isolation. Nearly 94% of workers say it is important that their workplace be a place where they feel they belong. 
• Explore career alternatives. Dealing with a toxic workplace can be tough. If it's getting to be too much, mental health providers can guide individuals to explore new career options or even help them consider changing career paths. 
• Collaborate with employers. Providers can consult with employers to develop customized mental health support programs. This collaboration ensures the organization addresses the specific needs of its workforce, creating a more targeted and effective approach.

What now? 

The results of the APA survey underscore how widespread the problem of workplace stress has become and emphasize what a toll a toxic workplace takes on mental health. Although workplaces tend to be one of the greatest areas of stress, they can also drive change by emphasizing the importance of self-care and wellbeing. Those involved in the mental health field can provide support to individuals who are experiencing workplace stress but also need to be cognizant of their own workplaces, as well. It's time to shape healthier work environments that empower everyone to thrive. 

Need help hiring and developing your team? Let InVista help! 

Further resources 

American Psychological Association. (May 2023). 2023 Work in America Survey.

U.S. Surgeon General’s Framework for Workplace Mental Health & Well-Being. (2022).