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.
Experienced employers — from industrial safety managers to construction supervisors -- keep a close eye on measures for worker fall protection. Failures in this category have led OSHA’s annual list of top 10 most-cited violations for most of the past decade.
Behavior-Based Safety (BBS) is the application of behavioral psychology to improve safety in the workplace. The aim is to change behaviors that cause incidents and promote behaviors that are efficient and safe.
Among the articles in the March 2020 issue of ISHN Magazine, we feature a special report on musculoskeletal disorders (MSDs) and ways to prevent, we look at the 'fatal four' top causes of construction worker fatalities, read the Q&A with Robin Fleming, CEO of ANVL, about giving frontline workers a voice, and much more.