Many organizations have invested in automated external defibrillators (AEDs), medical devices designed for use by lay people to give victims of one of the nation’s leading killers — sudden cardiac arrest (SCA) — a fighting chance at survival.
A new form of training is aimed at countering physician burnout – a mental health issue which has emerged as a significant problem in the U.S. for both the medical professionals who suffer from it and the patients whose care may be affected by it. Physician burnout may lead to errors in care that can raise the cost of both health care – potentially putting it beyond some patients’ means – and malpractice insurance.
In a recent safety excellence workshop, our firm facilitated a brainstorming exercise with a group of safety professionals interested in solving a particular problem they were experiencing in their safety journey. Their safety process was boring them to tears and they worried it would grow stale and become irrelevant with the workforce.
We all know that good safety training helps to keep workers safe. But anyone who ever crammed for a test in school knows that something you memorize for just one day is something you’ll forget next week. So what can you do to ensure that the safety lessons learned in training stick with your workers on the job?
Twenty-five years ago, as a young safety professional, I struggled to find a set of leadership practices I could call my own. In 1996, I wrote about many of the leadership practices I was already using but found more clearly established in Servant Leadership (Sarkus, 1996).
Like so many things in life, our most productive work experiences are often a result of our willingness to try something new. In his 1962 book “Diffusion of Innovations,” Everett Rodgers popularized a theory outlining how innovation moves through a social system.
Impacting organizational culture is a long-term, never-ending endeavor. Many companies struggle with maintaining and sustaining cultural initiatives because their impact may not be felt for several years. Culture, as an organizational construct, is a subjective factor not directly measurable by any instrument, survey or metric. Yet, everyone is impacted by culture and can describe when it turns bad.
Cross contamination is a serious challenge for food processing facilities that manufacture both allergen-free and gluten-free products and those for general consumption. Everything in the facility must be free from contaminants to ensure the safety of these food products.
Establishing a safe workplace requires more than PPE and policy. Training and performance management are critical, but only go so far, and all the visual cues, scrolling monitors and pithy slogans in the world won’t make your workplace sustainably safe and healthy.