In the past few years, marijuana use in Missouri has been a changing landscape. First, medical marijuana became more readily available. Then, recreational use was legalized. In a short window of time, how and when marijuana can be used has changed quite a bit for Missouri residents. But what does that mean for Missouri employers?

Listen to this episode of the WorkSAFE Podcast, or read the show notes below.

Note: This discussion is about a developing topic and is for educational purposes. Be sure to consult your legal counsel when making any decisions regarding medical marijuana or products containing THC or CBD.

Tip #1: Medical and recreational marijuana use are treated differently by Missouri law

In Missouri, the law treats medical and recreational use of marijuana differently. “The first thing to be aware of is that medical use is an actual right conferred now by our Missouri Constitution,” Lambert explained. “It’s a qualified right, but it’s a right.”

Conversely, recreational use is not a right, but was decriminalized. Employees don’t have a right to use recreational marijuana on the job, but it isn’t illegal to use it. This means in their off time, they can purchase products and use them without legal consequences.

What does this mean for employers?

Employees have a legally protected right to use medical marijuana. An employer can’t discriminate based on:

• Someone’s status as a qualified patient
• Having a valid ID to use lawful marijuana legally
• Someone who uses medical marijuana off of work premises and not during working hours.

However, they don’t have to allow medical marijuana on their premises or its use on the job. It’s important to understand the implications of any medical conditions that are prompting the marijuana use.

Employers should follow ADA processes. “I caution employers against – somebody saying, ‘Hey, I’ve got medical marijuana. Can I use this at work?’ – simply just saying no and leaving it there. I would go a little further, engage in that full process.”

Are there any exceptions?

If an employer has a federal license or contract, then marijuana use can be prohibited on the job. Either may require drug-free workplace policies.

The Missouri law also includes an important detail. Marijuana use can prohibited if it impacts a person’s ability to do job-related responsibilities, the safety of others, or conflicts with a required job qualification, such as operating machinery. This clause is the most-discussed portion of the law.

Marijuana impacts each person differently. At the moment, it’s difficult to judge how affected someone is. Lambert recommends reaching out to legal or employment council for advice in these situations.

Tip #2: A positive drug test is a piece of evidence

In years past, a drug test positive for tetrahydrocannabinol (THC), the psychoactive element in marijuana, was enough to take action against an employee. But these days, that’s simply not the case. If an employee tests positive for THC and has a medical card, employers can’t discriminate against them. However, Lambert says employers aren’t without other options, especially if the use is recreational.

“What the law doesn’t permit is people to be under the influence while working or on a workplace premises,” he shared. “So what we’ve been advising folks is that the drug test is kind of the start of a process in many cases now.”

Employers should have documented observations to pair with a positive test. For example, if an employee went to lunch and returned acting strangely. There currently isn’t a credible test that can prove impairment from marijuana. This makes having both proof of use, and some observations, essential before consulting an attorney.

Tip #3: The marijuana law does not impact safe driving practices

Whether people use for medical or recreational purposes, the new law doesn’t permit operating a motor vehicle while under the influence. This extends beyond cars, including things like boats and motorcycles. There are still penalties for operating vehicles under the influence, and the new law doesn’t change that.

Tip #4: A written drug policy is still a great place to start

The topic of marijuana is a stressful one for many employers. Identifying impairment is often a skill that is outside of their wheelhouse. They didn’t undergo the same training that a highway patrolman might have to identify impairment. Further, it’s difficult to objectively say that someone is impaired. Lambert highlights that this puts employers in the position of making a judgment call that’s really outside the scope of their business.

However, employers are allowed to monitor their workplace for employees with signs of impairment and preserve safe working conditions. This starts with enforcing a written policy prohibiting impairment in the workplace. Written policies create the foundation for a safety culture, where the focus isn’t just on substances, but on overall workplace health and safety.

Tip #5: You leave legalization behind when crossing state lines

When living in a state where marijuana has been legalized, it can be easy to forget that there are places where it hasn’t. A careless action, such as crossing into a state with marijuana products in your vehicles, can result in legal consequences. For example, crossing into Illinois from Missouri, recreational use is legal. However, crossing into Kansas, it isn’t. You can receive a criminal charge if you’re pulled over, medical card or not.

Some employers are based in other states, with a branch or office in Missouri. Employees driving personal vehicles on the job shouldn’t keep marijuana on their person or in their car while doing business travel. Further, employers don’t have to accommodate the presence of marijuana on the job or on an employee’s person.

Tip #6: Marijuana use is not permitted in public spaces

“The law does not permit the usage of marijuana in public spaces,” Lambert said. “It allows for the licensing at the local level. So localities can say these are permissible places.” What does that look like in practice? People can’t smoke or use marijuana products in public places, like parks and outside restaurants. Even when outside, these areas are shared public spaces, and you can be fined up to $100.

However, businesses can allow for use on private property, like a concert venue or club. Business owners can even set guidelines around the type of use. For example, a landlord can prohibit smoking – marijuana, cigarettes, or otherwise – on a property to help protect others from impairment and their investment. But that doesn’t prevent people from consuming marijuana in non-smoking forms, like snacks or oils.

Tip #7: Employers still have a right to protect their workplace

The legalization of marijuana in its many forms doesn’t prevent employers from protecting their workplace. They still are accountable for the health and safety of everyone who works there. While the law may have made this a bit more difficult and work-intensive where marijuana is concerned, it’s not impossible.

“The culture is going to be key,” Lambert shared. “That starts with having a a drug policy that’s written and enforced and then kind of evaluating your own situation.” What does your current culture look like? Who are the best candidates for additional training on impairment? How can employees best be educated on workplace policies? 

Unfortunately, those who work at dispensaries aren’t always educated on the products they sell. There is a difference between inhaling and smoking marijuana, or consuming it as an edible. They stay in your system for different amounts of time, and impact people in different ways. While consumers bear the responsibility of educating themselves on that, sometimes an employer has to step in where it pertains to the workplace.

Resources mentioned in this podcast

• Tomo Drug Testing
  • Tomo Academy and Reasonable Suspicion Training

The post Weed Realities: 7 Practical Tips for Employers in an Era of Marijuana Legalization appeared first on MEM.

On this episode of the WorkSAFE Podcast, we sit down with Dr. Dan Snyder, the owner and founder of Safety Mentor. The platform is designed to aid in the adaptive challenges health and safety professionals face. He has successfully mentored more than 30,000 professionals in achieving their Health, Safety, and Environment (HSE) certification.

First, we’ll discuss how ethics impact the choices we make around safety. Then, we’ll share ways that employers can make ethical decisions, even when a situation isn’t black and white. Finally, we’ll talk about a simple method business owners can start using today to make better choices around safety.

Listen to this episode on the WorkSAFE Podcast, or read the show notes below.

The ethics of safety: Deciding what is right and wrong

As a society, we hold certain attitudes about what is right and wrong. We might refer to these as making ‘moral’ decisions or ‘ethical’ choices. These two terms are often used interchangeably. But they aren’t exactly the same thing. “Really, morality is just the idea of making choices with reasons, and ethics is really the study of how those choices are made,” Dr. Snyder explained. “So really, ethics is kind of the study of morality.”

Morality colors our attitudes around safety in the workplace. In the U.S., employers are seen as having a responsibility to protect workers, avoid hazards, and comply with laws and industry regulations. A code of ethics often reinforces how employers should prioritize these responsibilities in the face of business demands and goals.

A common workplace dilemma

Dr. Snyder finds the bigger ethical dilemmas happen when business cases are put up against health and safety. Company leadership must decide what Dr. Snyder terms “an acceptable level of risk”. For example, how much overtime is enough to get the job done, but prevent employees from facing injuries and fatigue? Or, when is the right time to hire extra help for an overburdened team?

A code of conduct helps ensure a baseline of safety and care. “A lot of times in business and industry, our role as an advisor or a moral agent or a safety health professional, is to really try to find those long-term feasible sustainable solutions that are you know, fair to the company and the corporation, but then also fair to the worker.” 

When ethical issues show up in the workplace

When an ethical issue appears in the workplace, Dr. Snyder considers it essential to look at the intent and the outcome. Did an employer do everything they could to create a safe workplace and prevent injuries from the beginning? Or did it not matter how a job was done, as long as the outcome was that no one got hurt?

How to make an ethical decision

1. Recognize there is an ethical issue. What are your goals? How do they conflict with safety ethics or standards? For example, meeting delivery quotas when weather makes roads hazardous for employees to drive. 
2. Gather all the information. The best way to make an informed decision is to have all available information. What are all the available options? How does this impact internal and external stakeholders?
3. Take action. Don’t leave the ethical decision unaddressed. Implement a decision.

A reality of decision-making is that there sometimes is gray area. Dr. Snyder recommends monitoring all outcomes of an ethical decision once it’s made. That means seeking feedback, including the impact of a decision and how employees are feeling about it.

For instance, an employer may choose to put employees working in a hot environment into extra layers of personal protective equipment (PPE) to protect them. The employer then needs to talk to the team about how that choice impacts their everyday work. Is there an increased risk of heat stress or stroke? Does the added gear make getting the job done more difficult? Can the work be done in a safe manner without it? The answers to these questions help determine if the employer’s course of action is ethical or not.

The ethics of safety: Navigating the gray area

More often than not, employees are vocal the tough decisions they face around work. For example, reporting for work in bad weather, or skirting around safety processes because demands on production are up. They worry about how their choices might impact their ability to keep their jobs.

In these situations, Dr. Snyder offers a straightforward solution. “I think the the real quick and easy answer is lead by example,” he said. “I think every organization’s a little different, and you know, the fish stinks from the head down.” Safety is part of an organization’s overall culture. If a company is struggling with ethical issues when it comes to safety, then there is a good chance they exist in other areas, too.

Don’t let productivity override a culture of care

Employers should strive to make ethical decisions at every opportunity. This includes pulling employees out of unsafe situations, or preventing them from getting involved in the first place. However, some employers run businesses that are essential, even in hazardous conditions. Dr. Snyder recommends putting controls in place to minimize risk. For instance, adjusting delivery times, loads, and routes for drivers working on high-hazard weather days.

Every business decides what their acceptable level of risk is. “Some companies believe that putting somebody in a certain level of of harm’s way or risk is is untenable, and we’re not going to do that – it’s not worth the outcome,” Dr. Snyder added. Employees in these types of cultures feel they have more of a voice. They integrate into safety efforts more easily, and while they don’t always agree, they feel that their safety and perspective is taken into account. 

How safety ethics strengthen the workplace

Making the right choice for employees and a business isn’t always easy. “Safety is millions of decisions a second, by hundreds of people in an organization, but per second,” Dr. Snyder shared. Reflection plays a critical role in ethics. For him, it’s essential to assess ethics or the code of conduct in your own organization. What change do you want to see? What is necessary to make that change happen?

The process can be as simple as talking to employees and dividing issues into green, yellow, and red zones. Issues that land in the green zone often don’t need significant change, if any at all. The yellow zone is a category for issues that do need to be addressed; more information, research, or leadership feedback might be required first. And the red zone is for issues that need immediate attention. For example, witnessing harassment or discrimination in the workplace.

Most importantly, Dr. Snyder points out that there’s no one source that will solve every issue. The goal of using different methods is to find the one that works for your business, your employees, and at this point in time. “Ethics is a self-reflection, by the way,” he explained. “There is no golden book or source that’s going to give you all the answers. It’s a lifelong journey.”

The post The Ethics of Safety: Why Decisions Aren’t Always Black and White appeared first on MEM.

On this episode of the WorkSAFE Podcast, we sit down with Kelly Feldkamp. She is the founder of ProVention Plus, an on-site injury prevention company changing the way companies take care of their employees. Feldkamp holds a master’s degree in exercise and wellness and is the creator of the Move Better program, which has been used by thousands of employees during the last twenty years. She has a passion for helping reduce the pain and discomfort that many believe is an unfortunate but necessary part of their profession.

First, we’ll explain what an industrial athlete is. Then, we’ll share what separates the average employee from an industrial athlete. Finally, we’ll discuss how employers can introduce movement and conditioning programs into their workplaces.

Listen to this episode on the WorkSAFE Podcast, or read the show notes below.

What is an industrial athlete?

An industrial athlete is an employee who is well-equipped to work in an industry that requires manual labor and movement. Although many employers may not be familiar with the term, they know which roles need physical strength and endurance. The goal of an industrial athlete is to prepare themselves for their work both on and off the job, by participating in physical conditioning and making safety and priority.

“The men and women that are building our world, that are getting things from place to place, that are making our world run, they’re like athletes in many ways,” Feldkamp explained. “They have to move their body. They have to depend on themselves physically to get the job done, to be a part of their team with their organization. Basically, they move to work. They move to put their team forward or win the game, if you will.”

Habits of an industrial athlete

According to Feldkamp, physical conditioning is essential to becoming an industrial athlete. For example, building up strength, working on balance, and ensuring alignment are all part of injury prevention.

The better condition an employee is in, the less likely they are to be injured on the job. An industrial athlete focuses on taking care of themselves so they can do their job more effectively and with less likelihood of injury. In practice, this looks like:

• Warming up before work. Before taking on physical tasks, they take time to stretch and prepare their bodies for movement.
• Understand their role in the organization. Every member of a team is important. Industrial athletes understand how their work contributes to their team’s success.
• Prioritize safety. Whether they are switching between tasks or only working on one thing throughout the day, they keep their responsibilities top of mind and watch out for others.
• Focus on recovery. What happens off the clock affects employees just as much as on-the-job issues. Industrial athletes watch their stress levels, how much sleep they get, and how many stimulating substances they take in, like coffee or alcohol.

Group conditioning builds a stronger team

Feldkamp finds that the desire to make good, safe, and healthy decisions is stronger when employees are part of a team. This includes taking part in physical warm-ups as a group. She suggests that there are two ideal times to add conditioning to a workplace routine: before work and after lunch.

“Those are two really great opportunities,” she explains.  “What you’re going to be doing during these warmups is, you’re going to generally move and warm the body in all of the ways that you will probably be working shortly after the warmup begins.”

For instance, if employees will be lifting overhead, then stretches should focus on the neck, shoulders, and back. If they will be squatting and lifting, then they should focus on the hips, back, and knees. Often, organizations will have employees interested in health and fitness. They are often the ideal candidates to lead these light workouts. Inviting local professionals is also an interesting way to mix things up.

Great athletes have a training program

Physical conditioning is a great additional to an injury prevention program. Not only does it help prepare employees for the tasks ahead, but it also works to prevent injuries. Employees also positive effects off the job; they no longer return home with aching backs and feet, unable to enjoy their time off because of pain they took home from work.

Warming up before work isn’t complicated. But not every employee knows what to do to help their body feel and move better. Implementing a conditioning program allows everyone to benefit and come to understand what works for them.

An important element to remember is that movement both feels good and is good for the body. Feldkamp points out that it’s second nature for babies and animals; they do it because it’s natural and a lot of fun. “We’ve all heard this: if you don’t use it, you lose it,” she shared. “I think we’ve all heard it, and I don’t know if we really reflect on that enough to understand it’s absolutely true, and specifically true for the body.” For those who aren’t active enough, movement may become more difficult down the line, or worse – lead to injury.

The post The Industrial Athlete: Training to be Workplace Champion appeared first on MEM.

On this episode of the WorkSAFE Podcast, we are joined by MEM Safety & Risk Services Regional Manager Sheila Schmidt. She has been working with businesses for more than 20 years to keep employees safe.

First, we’ll explain what a safety committee is. Then, we’ll share the keys to starting one successfully. Finally, we’ll talk about how to measure the success of a safety committee.

Listen to this episode on the WorkSAFE Podcast, or read the show notes below.

What is a safety committee?

A safety committee is a workplace organization that facilitates safety in the workplace. “In some states, they’re actually required,” Schmidt explained. “But even were they’re not required, they’re still impactful and successful.” Depending on the size and needs of the business, a committee’s responsibilities may vary. For example, they may be responsible for:

• Scheduling workplace drills and training courses
• Onboarding and training new employees
• Investigating workplace incidents or near misses
• Regularly inspecting the workplace for potential hazards
• Running safety incentive programs or campaigns

Members of a safety committee often serve as innovators in the business. “They become kind of a point of contact for people who have different ideas or different suggestions in their day-to-day work,” she explained. A safety committee member can bring ideas or concerns to the group and quickly move them forward.

Who can be a member?

Safety committees aren’t necessarily made up of safety experts. “You need a large variety of people to make that successful safety committee,” Schmidt explained. “You want to see people who know different aspects of the operations.” This includes management, supervisors, frontline and production team members, and administrative employees. “They all have a different perspective on the organization and the operations as a whole, and all that different feedback and perspective is really going to be what makes it click.” 

Forming a safety committee is also a good option for companies that don’t have a safety manager. Schmidt points out that safety isn’t just one person’s responsibility in the workplace – it’s everyone’s responsibility. A purposeful, accountable group facilitates employee involvement and keeps them more engaged in safety.

The keys to a successful safety committee

At organizations with well-established safety committees, employees are empowered in different ways. Schmidt highlights that members often rotate on and off the committee. As a result, the group always gets fresh perspective and feedback. Matching shirts or recognition by leadership often gives the group a sense of pride and additional responsibility.

If employers want a safety committee to be effective, then they have to equip them with the tools and ability to do so. For instance, setting aside time for meetings, giving the team a budget, and empowering them to actually make changes are all key steps. Doing these things gives the group value and shows that the company is invested in having it around.

Report on results

Even with limited time or budget, a safety committee should be able to share their progress with the organization. This may look like presenting at monthly meetings or reporting in the company newsletter. “Open communication and transparency lets people know that things are still taking place even if they don’t see immediate results,” Schmidt said. It builds support for the committee as they work to make things happen. She recommends that a safety committee:

1. Track ideas. Use an Excel spreadsheet to track ideas and concerns. Create a timeline to resolve them and identify any budget needed. Assign each one to an employee. This allows the committee to stay on task.
2. Take minutes. Good discussion creates good solutions. Have one committee member be responsible for taking minutes during a meeting so ideas can be revisited later.
3. Post progress. Share what the committee plans to work on throughout the year. This can be done through the Excel spreadsheet, or even a break room poster. This helps keep the committee accountable to other employees.

Measuring the success of a safety committee

For many, the ultimate goal of a safety committee is stopping claims. However, there are other worthy outcomes that a group like this accomplishes. For example, if a safety committee starts a monthly inspection process and completes them successfully for a full year, it’s twelve more inspections than were accomplished the year before. It’s a measurable goal with a great outcome. Further, it goes a long way towards making the workplace safer and taking preventative action.

“It’s often easier to have short term goals to measure your success instead of the grandiose long term goals of say, zero claims,” Schmidt shared. “That’s where we want to get, but we also need those shorter milestones to get there.” Smaller goals, like reducing injuries, premium costs, or claims frequency all help accomplish larger safety goals.

The post Empowering Employees: How to Start a Successful Safety Committee appeared first on MEM.

On this episode of the WorkSAFE Podcast, we sit down with Mark Woodward, Senior Safety and Risk Trainer at MEM. In part one of this episode, we discussed how to put together an effective safety plan, even with limited resources, and its limitations.

First, we’ll talk about the purpose of a safety plan. Then, we’ll discuss how they protect small businesses, and how to prioritize the right safety measures. Finally, we’ll share why it’s important to educate employees on safety plans.

Listen to this episode on the WorkSAFE Podcast, or read the show notes below.

What is the purpose of a safety plan?

The purpose of a safety plan is to reduce the frequency and severity of workplace injuries and incidents. It clearly outlines safety expectations for employees. It includes written safety rules and addresses common injury types. The Occupational Safety and Health Administration (OSHA) provides guidance on which types of businesses need safety plans. However, at MEM, safety professionals take a broader approach.

“We say that if you are an employer, and you have employees, you should probably talk about safety more often than not,” Woodward explained. ” Because if an injury were to occur, that’s going to be very costly for your business.” OSHA compliance is a byproduct of a well-executed safety plan.

Safety rules vs. safety plans

In a workplace, safety rules and safety plans each serve a different purpose. Safety rules need to be written down and reviewed regularly. They should focus on the leading cause of employee injury and death in that industry.

A safety plan is more comprehensive. It goes by other names. For example, it is also referred to as an injury prevention plan or safety program. It includes those written safety rules, along with other resources, such as guidance on how to respond to workplace injuries or enforce corrective action.

Protecting small businesses

Safety plans are essential for small businesses. Their teams tend to be smaller, and business owners rely on them to help keep the company running and income flowing.

A workplace incident can not only increase a company’s experience modification factor (e-mod), but premium costs as well. In addition, the team is now reduced, limiting productivity and putting pressure on the remaining members. Even a minor injury, like a back strain or ankle sprain, can have a major impact. A safety plan goes a long way in preventing this. Woodward recommends that small businesses cover some essential basics. For instance:

• Implementing a drug-free workplace plan
• Addressing how to deal with intruders
• Maintaining building safety, such as navigating ice and snow

Prioritizing the right safety measures

For Woodward, it’s important to focus on implementing safety measures that prevent injuries and fatalities. “I’m going to focus first on what is most likely to get employees hurt, get them killed, draw in unnecessary OSHA scrutiny and I’m going to deal with those,” he explained. Doing this goes a long way in helping a business reach safety compliance. Some employers take a more difficult route, experiencing fines and citations issued by OSHA for safety violations. However, Woodward points out that even these experiences are important. 

The iceberg effect

“We have a thing that we talk about at MEM called the iceberg effect,” Woodward shared. “For every dollar that you spend in a direct cost after an incident, you’re going to spend four to ten dollars in soft costs.” These soft costs are hard to predict, and even harder to control. “Those are costs that you can’t calculate that are still hurting your company.”

Educate employees on safety plans

A safety plan is only effective when people know about it. Woodward highlights that employees need to be educated on safety rules.

“What I would recommend all businesses do is address key injury types,” Woodward said. For example, slips and falls, and strains and sprains. It’s also vital to address the top ways people are killed on the job. Those hazards include falls from heights, motor vehicle crashes, and workplace violence. Employers should include more industry-specific risks. For example, educating construction employees on electrocution, getting caught in or struck by things on the job. 

Keep it simple

Employers should talk about them often, have employees sign written copies, and post the rules around the workplace. “Unfortunately, most adults across the United States read at a seventh- or eighth-grade level,” he said. This means safety information shouldn’t be complicated to understand. “I do recommend that your safety rules be simple in nature, direct in their statements, and let’s keep it simple because the reading comprehension level out there may not be the greatest.”

Further, employers need to enforce safety rules. Without enforcement, workplace incidents can still slip through the cracks. Corrective action is intimidating for some employers. But the ultimate goal is to prevent workplace injuries.

Safety plans: Preventing the cost of an incident

“The main thing I want business owners to understand is how difficult it would be to have to replace one of your top employees,” Woodward shared. Whether it’s from simple or more serious injury, what impact would a missing employees have on your business? “Look at your people and ask yourself, ‘My goodness, what would happen if I actually lost one, for six to eight weeks, or maybe even permanently?’”

Employers have a responsibility to keep employees safe. A safety plan addresses industry hazards and common ways employees are injured or killed. Woodward recommends that employers:

• Stay informed. How much are you paying in insurance premiums? What is your current e-mod? Knowing the answers to these questions can help a business owner better understand the financial impact of an incident.
• Simplify safety plans. A truly effective safety plan isn’t kept in a large three-ring binder that no one ever uses. It addresses the top injury and death risks in a workplace. Keep safety guidelines simple, straightforward, and accessible.
• Share safety plans often. Safety plans shouldn’t be shared just once a year. Keep employees up-to-date by holding regular safety meetings and maintaining written safety rules.

The post Effective Safety Plans Part 2: Who Needs a Safety Plan and Why appeared first on MEM.

On this episode of the WorkSAFE Podcast, we are joined by Dan and Burnea Lester. Dan is the Director of Vice President of Field Culture and Inclusion at Clayco. He directs endeavors that affect the community, including job site culture and inclusivity. Burnea is the Director of Communications and Community Relations at SITE Improvement Association St. Louis. She has more than 15 years of experience creating and maintaining strategic partnerships and building meaningful relationships.

First, we’ll explain what diversity, equity, and inclusion (DEI) mean in the workplace. Then, we’ll discuss why DEI efforts are essential to competing in today’s talent market. Finally, we’ll share how employers can spark effective change in their workplaces.

Listen to this episode on the WorkSAFE Podcast, or read the show notes below.

Diversity, Equity, and Inclusion 101

For Burnea, diversity, equity, and inclusion (DEI) come together into one meaningful word: intentionality. Diverse experiences and perspectives are essential for employers to consider. Equity in the workplace ensures everyone has access to opportunities and the resources they need to be successful. Inclusion is built on making people feel seen, heard, and understood. These three things should influence the way employers hire, recruit, and build their workplace culture.

DEI efforts open doors

“I want to make sure folks are aware when we talk about diversity and inclusion, oftentimes there is an inherent thought that we’re talking about the addition or the inclusion of individuals that are lesser than or unqualified by nature,” Dan highlights. “That’s what we have to really fight against.”

For example, DEI efforts are not about hiring unqualified workers. “We don’t want anybody unqualified working on our project sites, right?,” he asked. Rather, it’s important to give qualified workers who might have been previously overlooked the same opportunity, and to create a welcoming environment for them.

Learning to ‘prepare the house’

At Clayco, ‘preparing the house’ refers to structuring a workplace to help potential employee groups thrive. For instance, Dan highlights that the construction industry consists of about four percent women – despite women making up a large part of America’s population. “If you only have four percent women, you want to make sure that you have the the resources and the benefits that women need to be successful, especially when you’re talking about a labor intensive job cycle or job site,” he shared. 

A competition for talent makes DEI efforts essential

In today’s job market, employers are constantly competing for the best talent. Employees no longer spend a lifetime with the same company. They also have more choices than ever about where they seek employment. Consequently, their job hunt is about more than just salary. “I think we are in a talent war – and I hate to call it a war – but we’re in a competition for talent,” Dan explained. “Everybody is looking for the top talent. The best and the brightest, if you will, and there’s not enough of it out there.”

This makes internal culture especially relevant. It means different things to different generations – who are all present in the workplace. Traditional workplace values are now mixed with newer perspectives. “I know kids today that would rather be homeless than be in an environment that is not conducive to their their voice being heard,” Burnea shared. However, Dan and Burnea have found a few desires that are common across all employee age groups:

• The ability to provide for their families or lifestyles
• Having a sense of purpose at work
• The ability to have a voice and make a difference in the workplace

People are an employer’s capital

The truth in many industries is that an employer’s workforce dictates their profit. Their greatest resource is their employees. “One thing that will end someone’s time in an organization is horrible or toxic work culture, period,” Burnea said. Dan shared that many employees leave jobs not because of benefits or perks, but because of their manager. Lower-level leaders may be equipped for the practical tasks of their role, but they also need to be effective at communicating and managing people.

“The reality is that people want to be treated with respect and dignity, and that goes a long way,” Burnea added. Companies with cultures that allow people to grow and move forward retain employees for longer.

Businesses that embrace DEI benefit from visibility

Change of any kind can be difficult for a organization. The purposeful message of DEI feels like a difficult challenge for some employers to surmount. “Nobody likes change,” Dan said. “We say we like it. We all know that change is inevitable, and that’s the only constant that we know, except we don’t necessarily work on it.”

However, Burnea finds that businesses who embrace DEI see a major benefit. “They get that visibility in the industry of being a great place to work or being a good company,” she explained. 

Not only do these kinds of workplaces attract employees, but business partnerships as well. “I don’t know any contractor or organization that has taken an active approach to embrace this conversation of creating great company culture, great field culture, who has seen a negative response from that, or even negativity, or a decrease in how they do business.”

Sparking effective change

DEI measures are about doing what is necessary for all employees to be effective and successful in the workplace. “It’s scary, but there’s also people who have been there before you,” Dan shared. Employers should explore best practices and engage with their community before they get started. For employers who are incorporating DEI efforts into their workplace, Dan and Burnea recommend a few key steps. They include:

• Finding your champions. Employees with authority and influence can promote the DEI message and steer their teams in the right direction.
• Update your language. From your mission statement to hiring materials, the company message should reflect a commitment to diversity, equity, and inclusion.
• Start with clear communication. Depending on the industry, onboarding can be an expensive process. Share the benefits and resources employees can take advantage of, and expectations that are part of their new role, to avoid losing new team members.
• Create phantom levels. Adding ‘senior’ positions to job role hierarchies allows employees seeking recognition to progress through an organization. It also demonstrates that a company values its employees and wants to provide  increased responsibility.
• Offer mental health benefits. Whether its through an employee assistance program or health insurance provider, mental health benefits provide a foundation for supporting employees.

The post DEI: An Intentional Workplace Effort to Open Doors appeared first on MEM.

On this episode of the WorkSAFE Podcast, we are joined by Elizabeth Prazeres. She is an organizational effectiveness and change management expert at DEKRA. In addition, she has experience in organizational change, human performance, reliability and safety leadership. 

First, we’ll talk about why a lack of incidents doesn’t always mean a safe workplaces. Then, we’ll explain what a systemic issue is and the impact they can have. Finally, we’ll share how employers can begin to measure and reduce risk exposure.

Listen to this episode on the WorkSAFE Podcast, or read the show notes below.

A lack of incidents doesn’t mean a safe workplace

Employers who don’t experience workplace incidents often consider themselves lucky. However, Prazeres disagrees with the idea of luck. “We have a saying that a lack of incidents does not equate to being safe,” she shared. Some workplaces truly make safety a priority. Their safety record shows this. However, other ‘lucky’ workplaces are still experiencing near misses, situations that don’t quite lead to injury or property damage, or worse – incidents that simply go unreported. 

Using risk exposure as a measuring tool

Instead of using incidents to gage workplace safety, Prazeres defers to a different kind of measurement. “We think it’s a better indicator to look at what we call exposure, and those are the things that lead to an incident happening,” she shared. For example, systems, processes, and human behavior can all lead to safety risks – and be used to prevent it.

“Those are the things that lead to an incident or prevent one from happening,” she added. “Meaning if we have good systems in place and we have people doing the right things to keep themselves safe, then that’s a better indicator of how safe we are.”

Systemic issues that impact safety

For Prazeres, it’s important to look at systemic issues impact workplace safety. These issues fall into different categories, but each one can cause an uptick in risk exposure.

Employee incentives

One area Prazeres points to is how employees are rewarded and incentivized. For instance, some employers encourage employee shifts to compete with one another. They may be encouraged to produce more or get the most work done.

“That is a systemic issue that could lead to people taking shortcuts or rushing to get work done,” she explained. Problems like this increase risk exposure. 

Leadership behavior

Leaders have a lot of influence in the workplace. Their behavior can also be a source of systemic issues. They give off subtle signals that impact the actions of employees. “The signals that leaders give to their workers – and they don’t have to be strong, they could be very subtle signals – that really point to getting the work done or meeting the client expectation as the number one priority.”

Workplace logistics

In her experience, Prazeres has seen even the simplest of systemic issues cause complex problems. For example, some workplaces utilize old equipment. In one situation, an employee worked with an old machine that jammed often. Under pressure to produce, they fell into the habit of clearing the jam by sticking their arm directly into the machine, a clear and serious safety exposure risk.

Another situation revealed an unusual risk exposure culprit: a microwave. An colleague noticed that their client’s employees began to rush their work around noon, despite a guaranteed full lunch hour. With just one microwave available, employees faced long wait times to heat their food, leaving less time to eat and relax. The worry and anticipation increased risk exposure.

Creating the right environment

Limiting exposure isn’t just about safety. It’s about creating a work environment where people want to be.

“One thing that we always tell clients is you cannot compliance your way to best in class,” Prazeres shared. “So it’s important to have a good foundation of systems and procedures. That’s critical. But what gets you to best in class is culture, leadership, and really creating an environment where we can have reliable performance.”

The closer the risk, the higher the risk tolerance

There can be a disconnect between layers of a business: managers, supervisors, employees. Each one carries a different role and experiences the company in a different way. People working directly with customers or industry equipment may have perspective that leadership simply doesn’t – especially when it comes to safety and risk exposure.

“The ironic thing is is that the closer you get to the work, the tolerance to risk actually goes up,” Prazeres shared. “The folks that are doing the work and are most vulnerable to getting hurt are actually the ones with the highest tolerance.”

Doing the same tasks every day can lead to complacency. Further, when there’s more stress or production demand in the workplace, safety becomes less of a priority. “They’re more likely to focus on that pressure as opposed to focusing on doing the work safely, so that connection is super important.”

Reducing risk exposure in your business

Employees have a responsibility to keep employees safe. This extends to reducing risk exposure that isn’t always clearly seen. Prazeres recommends that employers:

1. Investigate serious near misses. When a near miss could have resulted in serious injury or death, it is essential to complete a thorough investigation. Less serious near misses may not warrant a full investigation, but should still be addressed.
2. Separate investigations from corrective action. If a situation could have resulted in serious consequences and involved broken rules or policies, then corrective action may be warranted. But others may require changes by the employer, such as equipment replacement, technological upgrades, or ergonomic improvements. In every close call, employers need to consider not only the outcome, but also the potential for injury.
3. Use the Hierarchy of Hazard Controls. Employers should measure any serious near miss against the Hierarchy of Hazard Controls. Prazeres finds there is always at least one change they can make to improve conditions and reduce risk exposure.

“There’s still common themes around the exposure and leadership, and those sort of things really come down to: how do we keep people safe?,” she shared.

The post Measuring Risk Exposure: Don’t Leave Workplace Safety to Luck appeared first on MEM.

On this episode of the WorkSAFE Podcast, we sit down with Terry Dussault. He is an environmental health and safety professional and the founder of Yellowknife Consulting Services. With more than 25 years of experience, Dussault specializes in preparing and implementing safety training.

First, we’ll talk about what a struck-by incident can look like in the workplace. Then, we’ll share why personal protective equipment (PPE) is essential. Finally, we’ll discuss what employers can do to reduce their exposure.

Listen to this episode on the WorkSAFE Podcast, or read the show notes below.

The anatomy of a struck-by incident

Struck-by injuries take up a wide spectrum. Employees are struck on the job by things as serious as moving vehicles and as simple as wood chips blowing around the work floor. “There’s just so many variations of how somebody can get hurt,” Dussault explained. For example, he was part of a project where a worker was struck in the knee with a forklift, resulting in a life-changing injury. In another incident, someone was struck in the ribs. 

Dussault also points to smaller incidents employers often overlook. On an active job site, airborne particles like gravel and sand fly around. In other industries, like road work, flying debris thrown by cars presents a danger. Even a tool falling from height can become a serious weapon when falling from height. Incidents like this are hard to predict. In public work spaces, employers simply have less control over the environment. 

Little warning presents big risks

Struck-by incidents happen with little to no warning. It makes personal protective equipment (PPE) an essential first line of defense against injury. Dussault recalls working on a job site at a gas station. Although wearing the required PPE, he slipped off his hard hat during a lunch break. On his way to grab a paper towel from the site, a bird flew down and struck him in the head. The following week, a large piece of plexiglass struck him again at different job site – this time with his hard hat on. 

The importance of personal protective equipment (PPE) 

While birds aren’t liable to be a problem on every job site, Dussault considers the lesson it taught him. Both incidents happened in the blink of an eye. The bird didn’t injure him; the plexiglass sheet could have killed him. He couldn’t control the bird or the plexiglass – only whether or not he had his hard hat on. PPE helps offer protection and account for a lack of reaction time. 

Reducing struck-by exposure in your workplace 

Every industry has machines, equipment, and other elements that have the potential to strike employees. “When you’re out on the job site, your level of awareness has to be extremely high around equipment,” Dussault explained. “Part of the reason is because the equipment moves very fast. It’s surprising how fast some of the large equipment can move. If a person is not paying attention or they turn their back to the equipment, it only takes a split second and they don’t have time to move out of the way.”  

Assess each role for struck-by potential

It’s important for employers to look carefully at each role. What is the likelihood an employee could be struck? A company policy or procedure requiring it helps with enforcement. “If the company doesn’t take safety seriously, then workers will tend to deviate from the policies,” he pointed out. They may become complacent, or abandon wearing their gear altogether. 

An incident costs a company more than just money. Their reputation suffers – and their ability to maintain a competitive edge. It may result in reduced ability to offer promotions, bonuses, and other incentives. “We all pay the price for that, not just the company,” Dussault shared. “But if you’re an employee you’re paying the price of that as well, because of lost opportunity.”

Check in with off-site employees

For employers who travel with their teams daily, it can be difficult to control unknown work environments. In these situations, Dussault points to two essential tasks employers and managers need to do on the job site: have safety meetings and check in with employees.

A safety meeting ensures that everyone knows any required processes or procedures and what hazards are present. Checking in with employees helps them remain plugged into the work. “It’s really important to make sure that the awareness level is high, people are engaged,” Dussault added. “It’s good to just pick up the phone and say ‘Hey, what are you working on right now?’ and ‘How can you get hurt doing that task?’ and see what kind of information they give you.”

Audit your business for struck-by risk

Preparation is an essential way to reduce risk level and eliminate hazards. “I highly encourage employers to do self-audits or evaluations,” Dussault finished. This ensures that there’s awareness around danger and a safe work standard is set within the business. These evaluations often go by different names. For example, a job safety analysis or activity hazard analysis. But they all represent the same thing: an employer’s commitment to safety.

The post Struck-by Incidents: How to Sidestep This Common Workplace Hazard appeared first on MEM.

On this episode of the WorkSAFE Podcast, we sit down with Dominic Sims. He is the Chief Executive Officer of the International Code Council (ICC). Sims is an expert on the application of building safety technology code, standards development, and community resiliency.

First, we’ll share what the role of the International Code Council is in developing building safety standards. Then, we’ll discuss common building safety issues. Finally, we’ll talk about what employers can do to maintain safer workplaces.

Listen to this episode of the WorkSAFE Podcast or read the show notes below.

Building safety standards: All about the International Code Council

Buildings are an integral part of our everyday life. They house our grocery stores and schools, our workplaces and offices. “We as members of of the public sort of walk into a building, or we go to work every day,” Sims explained, “And we really don’t think about the fact that the buildings we live and work and worship in, they serve a specific purpose and we just expect them to be safe.”

The International Code Council (ICC) is a non-governmental organization that focuses on developing and maintaining building code requirements and standards. These measures are set using the latest building science. From government entities to corporations, their guidelines are adopted at both the state and local level. The standards are often added to safety plans. Further, business owners often seek out the council’s advice on best practices.

What is building science?

The ICC works with building experts from a wide array of areas: academics, material manufacturers, architects, engineers, state inspectors, fire officials. Each one brings a unique perspective to building safety. The council uses their expertise to determine what safety looks like for buildings dedicated to different uses. A small business will have needs that differ from a larger one; a restaurant will require safety standards that differ from a school or church.

Common building safety issues

In the midst of codes and regulations, the council still encounters common building safety issues. The first is detection and access control systems. For example, smoke and carbon monoxide detectors or building alarms. These essential systems notify people when there is an issue that requires them to evacuate or shelter in place. “Those are critical parts of the life safety systems of most buildings,” Sims shared. 

Other common issues include HVAC, electrical, and plumbing systems. Problems with these systems present real safety issues to employees and building visitors. Without proper maintenance, HVAC systems can spread airborne pathogens and waterborne pathogens can seep from plumbing systems. Electrical problems introduce a very real and hazardous risk of shock. Safe and sanitary conditions contribute to a safe workplace.

Maintaining clean facilities

In a world where employers are providing increased benefits for health-conscious employees, amenities also need to be maintained. “Maybe your building has a workout facility or has a shower for for employees that work out at lunch or during a break,” Sims pointed out. “There’s special attention that needs to be made or paid to showers or drinking fountains or bottle filling stations.”

Building safety standards are about risk reduction

Building safety standards and code serve a specific purpose: to reduce risk for the those inside. “What the Code Council provides is guidance on how to make buildings and keep buildings safe for both employees and occupants,” Sims explained. “That’s really a risk reduction strategy.” 

The council, in partnership with the National Institute of Building Sciences, finds that for every dollar invested in disaster-proofing a building, there is a savings of four dollars on future losses or business interruption. They also update codes every three years to reflect lessons learned from everything from building issues to natural and man-made disasters. Buildings age; new requirements help ensure they are still fit for their intended purpose.  

Making your facilities safer

Creating a safe work environment is an ongoing process. “My advice is to any building owner is one, do a periodic sort of an inspection or review of your facility, of your building, or of your business,” Sims recommended. “And two, don’t try to bite everything off at one time.” First, focus on the most critical issues. Then, set a maintenance routine. Use it to regularly check frequently used systems, building areas, and structural integrity. These actions help create a culture of keeping and maintaining a safe workplace.

Using the International Code Council’s resources

The International Code Council provides several resources for employers, including Safety Toolkits and existing building codes.

The post Building Safety Standards: Laying the Foundations with the International Code Council appeared first on MEM.

On this episode of the WorkSAFE Podcast, we sit down with Yasmine Mustafa and Kimberly Urbanek. Mustafa is co-founder and CEO at ROAR, a company that empowers communities through the creation of stylist and wearable alternatives to self-defense tools. Urbanek is a workplace violence prevention expert and educator. She works with teams to reduce violence and aggression through comprehensive training programs and conflict resolution skills.

First, we’ll talk about why workplace violence is a hazard in every industry. Then, we’ll discuss the basics of workplace violence prevention. Finally, we’ll share why leadership involvement is the key to any successful change.

Listen to this episode of the WorkSAFE Podcast or read the show notes below.

Workplace violence: A hazard in every industry

Workplace violence is unique in that it’s a hazard every industry is subject to. Employees who serve customers or deal with the public are particularly at risk. Industries dominated by women are, too. Some are hit harder by violence than others. “Healthcare is actually five times more violent than any other industry based on recent statistics, and that continues to increase,” Urbanek shared. “But we are seeing increases across all sorts of industries.” 

An important element to consider when it comes to workplace violence is authority, and the perception of it. Employees who are viewed to not have any authority – or actually don’t have any – are often subjected to more violent responses. “We see it in pretty much every vertical right now,” Mustafa added. “In every industry, what we find is the places that are most impacted tend to be customer-facing, guest-facing, patient-facing.” Frontline workers are often a target, especially if they work with pharmaceuticals, in cash-heavy roles, or during the night. 

Gender-based violence

Industries occupied by primarily female employees see increased rates of workplace violence. Mustafa points out that they are often under-protected and under-served. Her background as a refugee led to a deeper understanding of what safety means. Unable to speak the language and attempting to assimilate into the culture, her father took the family savings and left them with virtually nothing when she was 18.

Working under the table and as an undocumented immigrant, Mustafa was subject to unsavory work conditions. Women in similar positions have few protections afforded to them to protect them from coercive behavior, threats, and unemployment.

Protecting employees: Start with the basics

To combat workplace violence, employers first need to be aware that it’s happening. “For example, most workplaces probably deal with more verbal abuse than physical abuse,” Urbanek explained. “Workplace violence is defined as any sort of verbal aggression or physical aggression. It’s not just active shooter situations or you know, somebody being physically aggressive. It does occur on a micro level regularly.”

Conducting a risk assessment

A risk assessment is an important tool that allows employers to better understand the hazards facing their employees. Urbanek recommends that one be completed on an annual basis at minimum; quarterly if possible. Employers can conduct this internally or hire an external consultant to assist. She recommends addressing the following areas:

• Physical security. A workplace should be secure against possible threats. This may look like locked doors, employee access badges, and security cameras. A process should also be in place to collect keys or change access codes after employee departures.
• Workplace policies. Many employees are caught off-guard in situations with aggressive customers. Determine what the appropriate company response is to difficult customers, and what steps should follow if there is a security risk.

De-escalation training empowers employees

Mustafa highlights that it’s important for business owners to think about the root cause of issues they may be facing. She finds that de-escalation training is essential for any frontline employee. “I would highly recommend it. Not only does it empower the employees, but it also empowers the communities.” These skills are carried beyond the workplace to families and friends. “Especially in the pressure cooker times that we live in today, I think it’s a basic skill that really everyone should learn.”

Stressors are plentiful in today’s society. According to Mustafa, mental illness, addiction, and homelessness are at record highs. However, equipping employees with the tools to cool down heated situations is invaluable. “Employees feel empowered to have the skills, to have the script of how to respond and what to say,” Urbanek said. “It really makes it less threatening, less risky, improves safety and actually improves outcomes as well as improving the customer perspective.”

Explore tech options

Mustafa points to technology as an essential line of defense for frontline workers. For example, a panic button may be of more immediate use to a healthcare worker on the go or an administrative employee working with the public. These options allow them to call for assistance quickly and quietly, without escalating a situation.

It’s vital for employers to use employee feedback as the decision maker. Do employees need a panic button to call for help? Notify someone of their location? Ask for the assistance of a more senior manager? Or all of the above? The answers to these questions should guide the kind of technology chosen for a workplace.

Prevention essentials: Leadership involvement

Without leadership involvement, workplace violence prevention can quickly land on shaky ground. Leaders don’t face the same exposure to the public as frontline workers. Further, reporting occurrences of aggression or violence is difficult for many employees. This is especially true if they face retaliation or discipline. As a result, they may be less likely to report. Mustafa points out that leadership has to be involved in the process. “If they’re not involved in the process, the culture of safety is going to be very quickly diminished,” she explained. 

Ignoring the possibility of workplace violence can lead to other negative impacts . For instance, employers can face workplace injuries, work comp claims, lawsuits, poor morale, and increased turnover. Consequently, team members are more likely to call off work to avoid the environment. This leads to reduced productivity. These things degrade the image of a business, in the eyes of employees and the public.

Zero-tolerance policies

Humans are wired to respond to threatening situation with fight or flight. In the moment, it is often difficult to walk away from a situation entirely. Urbanek highlights that some companies are adopting zero-tolerance policies that allow employees to reject aggression or abuse in any form.

This is where policies and preparation comes in handy; they prepare employees to handle challenging customers in a professional way that represents the company well. “We find that works, and that also empowers employees to step forward,” Mustafa added. “It also helps them feel safer knowing that the organization has their back.”

Workplace violence: Don’t let it distract from safety

“ Violence is a distractor,” Urbanek shared, “and when you talk about that level of anxiety, again going back to the brain science, we feel very vulnerable.” A loss of comfort, control, and certainty can send employees into a tailspin. Safety is made up of two components: physical and psychological. Policies and preparation come together to help support both.

Employers should solicit employee feedback and train workers to de-escalate situations. “For better outcomes, reach out to people that are the experts in those fields,” she finished. “Let them guide you in some simple ways that can make a huge improvement for your staff safety.”

The post Workplace Violence Prevention: Protecting Vulnerable Employee Demographics appeared first on MEM.

On this episode of the WorkSAFE Podcast, we sit down with returning guest Mark Woodward, Senior Safety and Risk Trainer at Missouri Employers Mutual.

First, we’ll explain why safety rules are the foundation of an effective safety plan. Then, we’ll share what safety rules can and can’t do for your business. Finally, we’ll share how safety rules can impact company safety culture.

Listen to this episode of the WorkSAFE Podcast or read the show notes below.

Safety rules: The foundation of an effective safety plan

At the heart of any effective safety plan are safety rules. “Your safety rules must first and foremost address key problem areas in your industry,” Woodward explained. Every business can benefit from addressing their industry-specific risks. “What we’re looking at here are basic, plain language expectations to address key problems.” There are four key elements to implementing safety rules:

1. Write them down. List every safety rules in writing.
2. Communicate them to employees. Share your safety rules with your teams.
3. Enforce them. Team leaders and management should observe to make sure safety rules are followed on the job.
4. Implement corrective action. If a safety rules isn’t observed, then corrective action should follow.

Safety rules need to address specific hazards. For example, a trucking company may implement a rule requiring a pre-trip truck inspection. Drivers must inspect their truck before each trip, sign off on the form, and return it to their supervisor. What effect does this safety rule have? A well-maintained truck helps prevent safety incidents. Employees are not only held accountable for inspecting the truck, but supervisors are able to track how the safety rule is followed. Consequences can follow if the pre-trip inspection form isn’t turned in.

OSHA compliance: Safety rules are one piece of the puzzle

An effective safety plan helps prevent injuries. Safety rules are an essential part of that plan. And while safety rules may be part of making your business compliant with the Occupational Health and Safety Administration (OSHA), there is a lot more to compliance than safety rules alone.

“That is a very complex undertaking,” Woodward highlights. “You know when we say safety plan, a lot of folks think of a three-inch safety binder full of complex things, documents, complex federal laws and things like that.” Simply having safety rules doesn’t make a business OSHA compliant. 

Safety rules can: Come from a place of care

The purpose of safety rules is to prevent injuries. Some employees view them as a burden. It can be challenging to get long-standing employees to buy into them, and get new hires to understand their importance.

One way to combat this is by presenting safety rules from a place of care. Injuries mean lost time and lost wages. Treatment and recovery can rake a toll on mental and physical health. Incidents can even affect those who were just witnesses. “You just have to sit down and speak from your heart,” Woodward pointed out. A quick safety meeting that addresses the day’s highest hazards can have a big impact. Employees receive the information with a personal message, and then sign off that they have. 

Safety rules can’t: Be too complex for employees to understand

A complex business often requires more safety rules. For instance, there may be safety rules at the company level, and then others that are made for certain departments or teams.

Having dozens of safety rules can be overwhelming and confusing for employees. Further, it can decrease the chance that they are followed. Wood recommends employers remember the following:

• Start with the worst first. “No matter where I go or what industry I’m looking at, I’m looking at the worst first – the most common way somebody could be hurt.” Look at the worst hazards or those that cause the most injuries within the business. An amputation and an ankle sprain are not the same. What actions or tasks pose the highest risk? 
• Identify high-energy hazards. High-energy events are ones that can cause serious damage to the human body. For example, electrocution, a motor vehicle crash, or a fall from a high height. They most often result in traumatic injuries. It’s essential to limit exposure to these kinds of risks. 
• Use basic language. “Safety rules are basic in language and address key issues. That’s the kind of thing we’re looking for: simple, easy to understand safety rules.” 

Safety rules can: Result in positive change through corrective action

The idea of corrective action can be intimidating to come employers. But for Woodward, the way you talk about it – and how you follow up after it – makes all the difference. The goal of corrective action is never punishment, but prevention. Prevention of injuries, incidents, and financial impacts, like tickets or fines.

Corrective action can also work hand in hand with positive action. “What if they’re doing it right?,” he pointed out. “We don’t say thank you enough.” If your employees are following safety rules, then take the opportunity to say thank you.  “I highly recommend you keep, you know, a pocket full of $5 Quick Trip cards or Breaktime gift cards or whatever.”  

Employers lead what corrective action looks like in their organization. For example, it can be as simple as having a conversation with an employee. “What we’re trying to do is make sure that that issue doesn’t happen again,” he explained. 

Safety rules can’t: Help prevent incidents if they aren’t communicated 

Safety rules are a key part of an effective safety plan. Furthermore, sharing them with your employees is essential. “You’ve got to remember, this the safety plan will not protect you if a serious injury or death occurs in the workplace,” Woodward emphasized.  

Dusty documents kept in a back office – and have never been shared or acknowledged by employees – can’t and won’t help in the event of an incident. “OSHA’s not going to accept it and neither will the courts in Missouri. Neither will your workers’ compensation insurance carrier.” 

For Woodward, sharing rules once a year just isn’t enough. “I don’t believe in an annual safety meeting,” he said. “I don’t think anybody can remember what we did last week, much less a year ago.” If we have an exposure or a job task that could potentially kill somebody, like they could fall off something or they could be hurt in a motor vehicle crash, then I’m going to talk about that safety rule very often.” 

Safety rules can: Help create a culture of safety

It’s essential to set and follow safety rules, whether your business is being monitored or not. “Safety culture is driven by management,” Woodward shared. “Does management actually believe this stuff? A lot of times we have a safety plan, but we’re not really doing the safety means like we should.” 

“I just want everybody that listens to podcast to go back and evaluate what you’re currently doing, and I need you to to be truthful with yourself,” he finished. Do employees know what the safety rules are? Is the company safety plan difficult even for team leaders to understand? Employees need to know how to work safely. Supervisors and managers need to ensure that these rules are being followed. Corrective action – and positive reinforcement – are the key to enforcement and an effective safety plan. 

The post Effective Safety Plans: 5 Things Safety Rules Can (and Can’t) Do for Your Business appeared first on MEM.

On this episode of the WorkSAFE Podcast, we sit down with Greg Davis, CEO of Big Leaf Networks. Davis has a 25-year record of successfully scaling business growth by creating safe environments where employees succeed.

First, we’ll talk about how unsafe environments limit productivity in the workplace. Then, we’ll discuss red flags that tend to limit growth. Finally, we’ll share why trust in the workplace is so important.

Listen to this episode of the WorkSAFE Podcast or read the show notes below.

Business scalability: Unsafe environments limit productivity

Safety is paramount in the workplace. Without it, employees – and a business – simply can’t thrive. Davis experienced this first-hand. As a young professional, a weekend shooting rocked his family-owned restaurant. Two employees were killed, another critically injured. The shooter had fled the scene – and also happened to be someone Davis knew.

The damage was two-fold: not only were employees injured and killed, but trust in the restaurant sunk to an all-time low. “This was my business and it was also very personal,” Davis shared. “You had a business that was completely you, yet a place that people went because they felt safe. That Sunday, that had completely been eroded.”

Eventually, the shooter was apprehended. The restaurant had to reopen, for the sake of the employees and the community. But it wouldn’t be easy.

4 types of safety employees need

Within the restaurant kitchens, Davis’s employees were struggling. Food service is often marked by tense, fast-paced environments. The shooting had dissolved their sense of safety; they still jumped at loud noises. Quality standards, performance, and productivity fell.

Davis discovered that without certain types of safety and stability, productivity just wasn’t an option. In order to perform well, employees needed four key assurances:

1. Physical safety. A workplace needs to be physically safe. For example, locked doors, employee IDs, and alarm systems offer a sense of physical security.
2. Emotional safety. Employees need to be in a good mental space to do their job. This allows them to have a sense of situational awareness and work well with others.
3. Professional safety. In order to do their job well, each employee should know what their responsibilities are in the workplace.
4. Financial safety. A business with a shaky financial foundation creates concerns about job security for employees.

Providing these essential forms of safety allows high-quality employees to perform at their best. “When we do that, we’re going to see better yield from our workforce,” he explained. “We’re going to see, you know, better surveys and better interaction from our customers.”

Red flags that limit business scalability

When Davis enters a business for the first time, he looks for a few key things that can inhibit the growth of a business. The first is looking at who is making key business decisions.

Uninformed or overly-opinionated employees leading decisions can lead to unnecessary risk. In some situations, there are employees who simply aren’t great decision-makers. In others, a founder or entrepreneur’s vision eventually begins to hold the company back.

It’s Davis’s role to look for elements that build up trust and transparency. Are the right decision-makers in place? Do employees understand what their responsibilities are? What are the boundaries when it comes to working safely? “If you don’t have a good mechanism for making decisions, that creates a lot of risk,” he shared. “For example, if we’re doing something, we need to know that it’s strategically good for the business.”

Creating a culture of trust

Employees who trust their employers and organizations feel safer at work. In turn, that feeling of safety leads them to working more productively. Creating a culture of trust is important, no matter the industry.

According to Davis, trust tends to break down in the commercial areas of a business: production, sales, and engineering. When there is a lack of trust, businesses tend to create checks and balances, or extra verification processes. These are often labor-intensive, expensive to maintain, and inefficient. How do employers avoid this?

The importance of transparency

“I think you have to give people the opportunity to build trust, so the short answer is incremental progress,” Davis answered. In practice, employees need opportunities to lead and forecast outcomes. Managers need to buy in to the concept of transparency, communication, and conflict resolution. Many companies steward information on a ‘need-to-know’ basis. “If you scale that out, no one would really ever know anything in a lot of cases.”

Personalizing business scalability

For Davis, there is no one formula for success that works for every business he encounters. It’s essential to look at each business area and assess for strengths and weaknesses. But it’s also important for employers to take a step back and look at the environment.

Could employees benefit from being in a safer work location? Are managers prepared to help resolve conflict and communicate organizational changes? Building your business on a safe and solid foundation is the key to growing upward and outward.

The post Business Scalability: Leveraging Safety as a Tool for Growth appeared first on MEM.