During the past decade, diversity training has become a huge industry, with many companies implementing programs aimed at helping all employees feel valued while reducing bias and unfairness. That’s the stated purpose, and it sounds great; but when you get right down to it, the reason most companies implement diversity training programs is to, hopefully, reduce liability issues including potentially costly lawsuits. And what’s more, recent studies have been indicating that most diversity training programs simply don’t work.
In fact, one study from Harvard University looked at 829 companies over three decades and found that the training resulted in “no positive effects in the average workplace.” Even worse, the researchers also found that in workplaces where diversity training is mandatory, the training “actually has negative effects on management diversity.”
The researchers noted that the very nature of diversity training forces people to think in terms of categories. In the end, employees are more likely to dehumanize people than to see them as individuals.
Mentor programs appear to be very effective, the study says. Such programs can provide everyone with connections to “higher ups,” and they are generally better accepted than training programs, possibly because they are available to everyone, not just specific groups.
“Mentor programs put aspiring managers in contact with people who can help them move up, both by offering advice and by finding them jobs,” the study authors found. “This strategy appears to work.”
The study found another good approach to ensuring diversity in the current workplace and in hiring practices is to put one person or a group of people in charge, acting as a diversity manager or task force. Managers and task forces can be effective because they focus on identifying both specific problems and remedies.
“Managers and task forces feel accountable for change, and they monitor quarterly employment data to see if their efforts are paying off. If not, it’s back to the drawing board to sketch new diversity strategies.”
The take-home message: Don’t give up on diversity programs in your company, but do spend time exploring other options that may be more effective.
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October, Adopt a Shelter Dog month, is a great time to add a dog to your family. Be careful which breed you adopt, though. Insurance companies use data from insurance claims and public health studies to create a high risk dog breed list, and your homeowners insurance premiums can increase based on the type of dog you adopt. You can save money when you choose a dog that’s not on the high risk list.
Working Breed Dogs
Agile, powerful and intelligent, Akitas, Alaskan Malamutes, Doberman Pinschers, Rottweilers and Siberian Huskies are also fiercely protective. If they’re not trained properly, these breeds could be potentially dangerous, especially to young children and small pets.
Terrier Breeds
Loyal and protective, American Pitbull Terriers and American Staffordshire Terriers have been bred to hunt. These traits mean they can become aggressive and tenacious if they’re cornered or frightened by one of your family members or guests.
German Shepherds
Police departments, military personnel and ranch hands appreciate this breed because the dogs are intelligent, hard-working and powerful. They’re also suspicious of strangers and won’t back down, which makes them a challenging breed for inexperienced owners to handle.
Chow Chows
Independent and strong Chow Chows are often kept as companions. These fluffy dogs can be aloof and stubborn, though, and should only be adopted by experienced dog owners.
Miscellaneous Breeds
Wolf Hybrid and Presa Canarios dogs exhibit strength and protective characteristics. However, they can also be unpredictable and quick to attack, making them potentially dangerous breeds. Friendly and docile Great Danes are listed on the high risk list, too, because of their size.
A dog adds fun and companionship to your home and family, and adopting a shelter dog is socially responsible. Before you choose a new pet, though, consider whether or not it will increase your homeowners insurance cost. If so, you may choose a different breed or reduce your home insurance premiums by installing a dog fence or raising your deductible.
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Getting the job. It’s a tough task where too much optimism can cost dearly, too little can cost receiving the bid. If too many low bids occur, who’s responsible to the stockholders?
Because the construction industry works by a bidding system rather than a negotiated contract, errors can be difficult to remedy. Leaving out the painting number on a half-million foot office building costs dearly.
Computerization of the bid process has helped and hurt. The program will not allow forgotten inputs, but people tend to believe a computer generated number.
Quality control for bids is essential for survival, both for the estimator and the executives. The estimator calculates the bid, but the executive signs the contract.
The decision to sign the contract drives the scrutiny if money is lost. Directors and officers insurance protects the executive financially when stockholders seek redress in response to a catastrophic contract.
Getting fired is the lesser issue to being sued for incompetence or fraud. The directors and officers exposure boils down to one unfortunate fact. The covered position must make decisions in real time ahead of perfect knowledge; the claimant has the benefit of hindsight.
You can protect yourself by knowing your duties as a director or officer:
1. You must act in good faith and give prudent care in your decisions.
2. You are required to be loyal to the business.
3. Disclosure: you must disclose material facts to regulators, other board members, officers, creditors,
bondholders, stockholders, and other potential investors.
Implement a policy of redundant checks on all contracts, bids, offerings, scopes of work, payments, or any other routine agreements which can lull people into complacency. Routine hides defective work well.
Spot check bid numbers against industry averages, or have this capacity in the computer program. If you’ve been in the industry awhile, check your gut instinct against the line items in the bid. If they don’t make sense, recheck. Consider every contract your responsibility, otherwise they may come back to haunt you.
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Many businesses use vans, trucks and buses to move their customers, products or equipment. Depending on the size and use of those vehicles, a business and its drivers may be subject to state and federal commercial vehicle regulations. Complying with these regulations is an important part of a fleet safety program.
State and Federal Requirements
Commercial motor carriers are regulated by the states in which they operate. If these vehicles operate in interstate commerce, federal regulations also apply. In general, most states follow the Federal Motor Carrier Safety Regulations (FMCSR) or similar rules.¹
Commercial Driver’s License (CDL)
Motor carriers that operate large commercial motor vehicles, or vehicles used to transport hazardous materials, must comply with additional regulations if they operate the following types of commercial vehicles:
- Class A – Vehicles with a gross combination weight rating of 26,001 pounds or more including a towed trailer over 10,000 pounds.
- Class B – Single unit vehicles with a GVWR of 26,001 pounds or more (if pulling a trailer, the trailer must not exceed10,000 pounds)
- Class C – Vehicles under 26,001 pounds used or designed to transport 16 or more passengers, including the driver, and vehicles less than 26,001 pounds required to display hazardous material placards.
Drivers of these vehicles must have a commercial driver’s license and the appropriate endorsements for the vehicles they are driving. Companies that operate these vehicles must also have a drug and alcohol testing program that meets the Department of Transportation (DOT) alcohol and controlled substances testing program requirements.
Registration Requirements
Companies that provide interstate for-hire transportation must obtain federal operating authority by filing the appropriate application with the Federal Motor Carrier Safety Administration (FMCSA). For-hire and private motor carriers must also register with the FMCSA and obtain a U.S. Department of Transportation (DOT) number. This number must be displayed on all commercial vehicles the motor carrier operates.
Organizations operating commercial motor vehicles in interstate commerce may also be required to register and pay fees under the Unified Carrier Registration Act of 2005.²
More than 30 states currently require intrastate motor carriers to obtain a U.S. DOT number as part of their commercial motor vehicle registration process. Other state registration requirements may include complying with International Fuel Tax Agreement and International Registration Plan, if a motor carrier is operating in interstate commerce.
Additional registration requirement may exist. For information about these requirements visit the Federal Motor Carrier Safety Regulations website and contact the agency in your state that regulates commercial motor vehicles.
Sources:
¹ www.fmcsa.dot.gov/
² www.ucr.in.gov/
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Safety is more than a set of activities focused on accident prevention. It is a way of thinking about how you work, and it should be at the heart of any successful company. Weaving safety into your company’s mission, policies and procedures is a great way to demonstrate its importance and ensure its effectiveness across your company.
It should be about a shared vision that is expressed by core values and behaviors, where everyone walks the talk. By addressing unsafe acts and conditions before they become accidents, you build your safety culture.
Four Steps to a Safety Culture
The following four steps can serve as a starting point in driving safety across your business.
1. Evaluate risks. To understand how to create a safer workplace, you must first understand the risks you face every day. Each task and associated risk should be properly evaluated, and safety-based changes should be considered.
– Analyze past incidents and near misses. Understand that past incidents can help you identify root causes and identify risks and exposures that threaten the safety of your employees and the success of your business.
– Identify the risks before they result in loss. Review your work policies and procedures, buildings and equipment, employee work practices and behaviors and geographic location to determine if there are opportunities to prevent or mitigate loss. And hold people accountable to the practices.
2. Design a plan to keep safe. A good plan is the best place to start, but it is only the beginning. Once you have a plan, you must act to eliminate or minimize risk.
– Get commitment. Your management team should be committed to a safety culture from the beginning.
– Stay focused. Keep focused on the risks and exposures identified during your evaluation.
– Prioritize your efforts. Focus on the risks that pose the greatest threat. You should consider frequency and severity of the loss potential, and/or the opportunity to prevent or mitigate risks.
– Identify solutions and resources. Your solutions can vary from implementing engineering controls to creating administrative policies and procedures. These can help create positive changes in safety attitude, commitment and culture.
3. Implement your plan. Implementation entails communication of the plan and its details, training, regularly scheduled practice and drills, and ongoing review. A thorough plan will cover a number of potential risk areas, including buildings and equipment, the environment, employees, customers and vendors.
– Communicate and train – the real test of a safety program and culture is not what is written down on paper, but rather how well it actually works. How well your plan works is often dependent on what your employees know and what they do at the time of an incident.
4. Monitor, evaluate and improve your plan. As your business environment changes, so should your safety program. Regularly test your plan to determine if it fits the changing business environment and reflects changing accountabilities.
– Monitor the plan and collect feedbackto determine the effectiveness of the plan.
– Regularly compare your safety performance against the plan’s expectations.
– Make adjustments when necessary.
– Recognize success. Be sure to communicate and celebrate your safety successes.
At Scurich Insurance Services, our team of risk specialists visit more than one hundred properties every day, and are able to share lessons learned and insights for helping create a safety culture. Start building your safety culture today. Learn more about developing your safety management program.
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No one expects the worst to happen, but sometimes it just does. Whether it is a complete power outage or a fire breaking out in your break room, preparing for the unexpected should be part of your overall safety program.
While prevention should always be your first priority, preparedness may reduce the severity of the event and help maintain your employees’ safety.
Emergency Planning is Your Responsibility
Every company should have a published, well-communicated and practiced emergency preparedness and life safety plan.
The National Fire Protection Association and the Occupational Health and Safety Administration (OSHA) provide codes, regulations and guidance on emergency action and fire prevention plans, including minimum standards. OSHA, in fact, requires a written emergency action plan for workplaces with 10 or more employees. Employers with fewer than 10 employees must still have an emergency action plan, but they may communicate the plan orally to employees.
Of course, a plan is only as good as its effectiveness, when put into action. How would your plan fare in a real emergency? Do your employees know what to do? These are questions to ask before an emergency happens.
Communicating, training and drilling are all essential elements to include in your emergency action plan, and can help make the critical difference in life safety outcomes.
Effective Planning Can Save Lives
In the first critical minutes of an emergency, taking the right steps can help save lives. Planning ahead and maintaining a well-trained emergency team can help make the critical difference.
- Appoint, organize and train designated staff with their emergency response duties and responsibilities.
- Document and distribute emergency procedures, including how to notify the fire department, evacuate employees and provide accommodations for those with special assistance needs.
- Publish instructions for the use of emergency equipment, such as the voice communication system, the alarm system or emergency power supply system.
- Post procedures for confining, controlling and extinguishing fires.
- Post procedures for assisting the fire department in accessing and locating the fire.
- Communicate your evacuation plan to all employees, visitors, vendors and contractors.
- Distribute the plan to emergency personnel who will be responsible for taking actions to maximize the safety of building occupants, including the fire department and designated emergency management and supervisory staff.
- Post your evacuation/floor plan exit diagram in clearly visible locations. Assign locations away from the building or job site for employees to gather.
- Practice drills on a regular basis. Monitor and evaluate drill performance to consider improvements.
- Include full, partial and shelter-in-place evacuations, designed in cooperation with local authorities, to familiarize employees with procedures.
- Develop a roll call system to account for all persons and notifications to the fire department of any missing person.
Travelers safety professionals see a broad spectrum of businesses and facilities and understand the plans used to ensure emergency preparedness. Every day, we share our insights with our customers to help keep their businesses, and most importantly, their people, safe.
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