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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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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Unfortunately, there are all too many bullies in the workplace — and, all too often, their abusive behavior has led to violent, even fatal, employee rampages that have made the headlines. It makes sense for business owners and managers to deal with on-the-job bullying before it escalates into a potentially deadly situation.
Recognizing a bully in the workplace can be difficult. These people often have “Jekyll and Hyde” personalities: They can be extremely charming, polite, and respectful in public. However, as a rule, bullies: 1) don’t believe in following the rules of society; 2) crave negative attention; 3) try to put others down by manipulating and degrading them in front of their peers; 4) seek power; and 5) spread untrue rumors in the workplace, disrespect their victims, and refuse to listen to them.
Because there are no federal or state laws against workplace bullying, it might be hard to fire a bully right away. However, there are ways to deal with this problem.
Institute a zero-tolerance policy toward bullying. Your employee handbook and codes of conduct should set a clear definition of the consequences and punishment for bullying, with a specific list of actions for dealing with it.
Enforce the policy. When it’s time to discipline a bully, sit down with the accused person, their supervisor, and someone from your human resources department. If the bully offers to apologize and promises never to repeat the behavior, you might settle the matter by writing a letter of reprimand to be kept in their personnel file. You might also put the employee on probation, with close supervision by their supervisor, and let them know that any further bullying will result in termination.
If you’d like advice on creating and implementing an anti-bullying policy for your workplace, just give us a call.
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A lot of companies say “Safety is our Number One priority.” However, when the chips are down and production needs to increase, safety might suddenly become Number Two.
In an effective workplace health and safety program, the employer places a high priority on a safe workplace, employees participate willingly in keeping themselves safe on the job — and the company’s Workers Comp premiums stay low!
To develop and maintain safety as a “core value” among your employees, we’d recommend following these guidelines:
- Encourage employees to think about safety 24/7.
- Talk about safety all the time.
- Make sure employees work safely. This job falls largely to your supervisors, who need to have good safety attitudes. You and your staff should keep checking up, monitoring performance, and being visible.
- Encourage employee participation, suggestions, questions, and even complaints about unsafe conditions.
- Set an example. If workers see you and your safety staff wearing PPE, following rules, eliminating hazards, and investigating incidents, they’ll follow your lead in taking safety seriously.
- Provide positive feedback for safe performance and attitudes. People love recognition and praise for doing the right thing.
- Correct reported safety hazards immediately. Nothing shows that you have a good safety attitude more than demonstrating that you care and are looking out for your workers.
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Industry experts expect a 13% average hike in Workers Compensation premiums in 2013, driven by a variety of reasons, from widespread fraud to the growth of lawsuits for work-related injuries.
One factor in these increases: Higher medical expenses for treatment of obese workers for the “co-morbid” ailments (such as diabetes and heart attacks) that stem from their expanding waistlines. A 2007 Duke University Medical School study found that overweight workers file more Comp claims, have higher medical costs, and miss more workdays due to job-related injuries than do their non-obese counterparts.
A recent nationwide study of insurers doing business in 40 states confirms this conclusion. The survey by NCCI Holdings, Inc. found that the length of Workers Comp indemnity benefits paid to the most severely obese workers is more than five times greaterthan that of non-obese workers who file comparable claims. When the study included the duration of permanent partial disability, the multiple climbed to more than six to one.
This relationship between worker obesity and Workers Comp costs reinforces the need for employers to offer their workers weight management programs. In addition to keeping these costs under control, these plans will help to reduce absenteeism and increase workplace productivity — not to mention help employees get, and remain, healthy. What’s not to like?
Our agency’s Workers Comp professionals stand ready to help you develop and implement a weight reduction program for your employees. Feel free to get in touch with us at any time.
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