When an emergency (anything from an explosion to workplace violence) strikes your business, taking the wrong action can result in confusion, damage, injury — or even death. That’s why it’s vital to have a comprehensive plan for dealing with different types of mishaps.
For example, in the event of a tornado, you’d want to have your workers sheltered in a safe place inside your facility. On the other hand, in a fire, you want them to be able to flee the building quickly and safely. The type of building might be a factor in your decision. Most modern factories and office buildings have steel frames, which means they might be more sound structurally than small business premises. However, a major earthquake or explosion will affect nearly every type of structure; some buildings will collapse, while others will be left with weakened roofs, walls, or floors.
Consider both emergency situations that would require evacuation and those that would indicate the need to stay put, and plan accordingly. For example, what would happen if a part of your facility caught fire? Suppose there were severe flooding in your immediate area? How would you respond to a chemical spill? What would you do if an ex-employee with a gun was threatening your workers?
Certain natural disasters, such as windstorms or large-scale chemical or biological releases outside your facility call for “sheltering-in-place” (selecting an interior room or rooms, normally with no or few windows, and taking refuge there). In many cases, local authorities will issue advice to shelter-in-place via TV or radio. Designate a safe haven, or havens, inside your building for employees until the danger has passed. Hold shelter-in-place drills, as well as evacuation drills.
If any employees need to stay behind in an emergency so that they can shut down certain equipment or perform other duties, your action plan should set out detailed procedures for them. Make sure that these workers are able to recognize when to abandon the operation or task and evacuate before their exit path is blocked.
To learn more about designing and implementing an emergency action plan for your business, please feel free to get in touch with us at any time. We’re here to help you protect your business from risk.
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Employees who don’t learn the safe way to work are accidents waiting to happen — and that means that workplace safety training should play an integral role in your company’s risk management program.
Repetition is essential to this process. Make sure that your trainers repeat essential work safety concepts, information, and terms several times. Look at it this way: At any moment during a training session, some trainees probably aren’t going to be paying full attention — and if they don’t hear something, they’re not going to do it when they get back on the job. What’s more, many people might need to hear, see, or experience things at least twice before they understand.
Repetition is also important when it comes to practical applications of safety information. Employees need the opportunity to practice what they’ve learned until it’s locked into their heads and their performance is flawless. So when a safety procedure involves a practical act, be sure that the trainers give a demonstration, repeat it a few times until everybody catches on, and provide feedback while trainees practice.
You’ll also need repetition to make sure that workers don’t forget what they’re supposed to have learned. Training industry leader Bob Pike says that people can remember 90% of what they’ve learned one hour after training, 50% after a day, 25% after two days, and only 10% 30 days later. According to Pike, full retention of subject matter requires no fewer than six repetitions! That means plenty of follow-up and refresher training — especially for more complex material. Other experts recommend spacing safety reinforcement training so that employees can practice new procedures and skills or use new information on the job supported by coaching before they go back to the classroom for review and additional training.
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There’s nothing like a celebration to bring co-workers together and make them feel as though they’re one unified work family. Although a celebratory meal or party can bring cohesiveness, employers should be careful not to let celebratory events become a liability. Of course, the entire point is to allow attendees to relax, have fun, and interact on a more personal level. But, the double-edge comes from attendees mistaking a relaxed atmosphere as leeway to behave in an inappropriate manner or attendees becoming so relaxed that they behave in a way that they normally wouldn’t. Out-of-bounds behavior should be of particular concern if there’s alcohol involved in the workplace celebration.
In order to avoid lawsuits, there are several elements that employers should consider prior to any celebratory workplace event. Before the event, employers should make sure that they have informed the attendees of what will be considered improper behavior. It’s a good idea to remind and caution employees that even though the event is a party, it’s still a business event and that inappropriate touching, gifting, and off-color or offensive remarks are still considered inappropriate behaviors. Employers should be mindful that under Title VII, it only takes one inappropriate incident to bring about a timely and costly lawsuit. It might be helpful to have supervisors or managers go over the company policy with employees, especially the sexual harassment section. While going over the company policy, the supervisor or manager can also inform employees if there will be any exceptions to normal company policy made specifically for the party, such as attire varying from the normal dress code.
In the event that clients will be attending a workplace party, employers might have additional concerns that should be addressed beforehand. For example, what should an employee do if a client is making inappropriate advances or conversation? It’s usually pretty clear to employees how to handle such a situation during normal workplace hours, but sometimes employees are specifically told to make sure clients have fun at a party. This can create a recipe for legal disaster if not addressed properly. Make sure to set up a way for any employee that’s been given such an assignment to exit the situation if it becomes uncomfortable for them. This can be accomplished by setting up a room as a coffee bar or lounge and ushering clients that become unruly to the room to calm down or sober up. It’s also a good idea to have a buddy system in place for all employees handling clients. If a client becomes unruly or inappropriate he/she can be passed off to their designated buddy.
If alcohol is served, employers might consider having only a specific time frame for it. This can help to prevent party-goers from becoming intoxicated, belligerent, or driving home intoxicated. It’s also a good idea to have a transportation system, such as cabs or designated drivers, in place for party-goers that overdo it on alcohol.
Although inappropriate behavior directed toward an employee’s guest or family member might not be considered workplace harassment, it can cause a great deal of unnecessary workplace conflict. It should be made clear that inappropriate behavior toward any guest will have disciplinary actions.
One last concern is the first workday following the party. Everything that happened or didn’t happen will be discussed and scrutinized. Conversation and actions that might have been laughed at during the party or intended innocently might not always be so funny or acceptable by the next day. It’s important to encourage an open and honest dialogue about any gossip topics so that misconceptions and hard feelings can be prevented.
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Did you know:
Jefferson founded the university in 1819 on land that once belonged to eventual President James Monroe. Jefferson is the only president to have ever founded an institution of higher learning.
After finishing his undergraduate degree in 2 years, James Madison stayed at the university for an additional year, making him the Ivy League institution’s first graduate student.
and
Polk, probably aware that many other politicians desired to run for the office, made an explicit campaign promise that if he was elected president, he would leave after 4 years, a promise that he kept.
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What’s your company’s “brand?” Whether you’ve had one developed professionally or simply let it happen, experts all agree that you definitely have a brand.
Call it “image” or “reputation,” but it’s there — and it goes far beyond advertising and marketing. At its core lies the emotional connection your products or services make in the minds of your customers or prospects: Either terrific or toxic. The question is whether your brand is enhancing or detracting from your success.
A crucial attribute for any business is trust, based on an ethical approach to every relationship and transaction. Is your brand trusted? Ask your customers and prospects what your brand says to them.
We’d also like to ask what our brand means to you. We want nothing less than to be your trusted advisor. Let our professionals take your concerns about protection and insurance issues off your plate, so that you can focus on building your brand into a valued enhancement to the future of your business.
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Few business owners have happy thoughts when they think of the Occupational Safety & Health Administration (OSHA). The first thought is usually of red tape and obsolete regulations instead of the possible benefits from taking advantage of the services offered by OSHA to reduce workplace illness, injury, and fatality. There are three very obvious ways in which any effort to mitigate losses from workplace illness, injury, and fatality can help a business:
- It helps to ensure minimal day-to-day work-flow disruption.
- It helps to boost employee morale.
- It helps to manage liability insurance costs, including that of Workers Compensation claims.
OSHA helps in these areas through an array of education, outreach, and compliance assistance programs. For example, OSHA offers a variety of training materials and guidelines that can help workers and employers to understand and comply with safety standards. These may be obtained online, on CD-ROM, and in print. There’s also a 24-hour toll free number that employers can call for assistance on workplace safety issues. For small business owners that need onsite help to identify and correct possible workplace hazards and/or establish health or safety programs, OSHA offers free workplace consultations among its many other services.
Through cooperative programs, like the Alliance Program, OSHA works directly with entities such as educational institutions, businesses, trade organizations, and labor organizations. Certain industries, such as food processing, shipbuilding, and construction, are specifically targeted through OSHA’s Strategic Partnership Program.
The Voluntary Protection Programs (VPP) are considered the superstars of the OSHA cooperative programs. One of these programs is called the Star Program. It’s designed for businesses that have shown an exemplary workplace (injury and illness rates below the national average for their industry) through successful and comprehensive health management and safety programs. Businesses in this program will undergo a review and onsite investigation of their health and safety programs, a review of past inspections, an onsite condition assessment, and have their management team and employees interviewed. Incident rates are reviewed yearly and overall reevaluation takes place every three to five years to ensure that Star participants still meet the program requirements. The Merit Program is another voluntary protection program. It’s a stepping stone of sorts to the Star Program and is for those with good health and safety programs. These businesses have areas needing improvement, but demonstrate the potential for excellence.
Involuntary inspections are an even large part of OSHA’s preventative measures. Many are the direct result of a workplace injury or death report or complaint. In fact, of the 37,000 involuntary inspections OSHA conducted in 2002, around 9,000 stemmed from an accident report or complaint. These inspections resulted in almost 80,000 violations and $73 million dollars worth of penalties, $11.8 million of which was from the most serious violation category, the willful violation. The average OSHA fine was $28,000 and the most often inspected industries were manufacturing and construction.
Since its 1971 start, OSHA has proven itself a successful branch of the Department of Labor. Despite heavy employment growth overall, through OSHA inspection, education, outreach, and enforcement, workplace illnesses have decreased by more than 40% and deaths have decreased by more than 50%. Even though many small businesses, especially those not in frequently-targeted industries, aren’t highly concerned with OSHA compliance and regulatory monitoring, OSHA can still be a valuable asset when it comes to occupational safety and health and risk management.
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