Manufacturers across the nation are facing an industry-wide workforce shortage. Between the aging workforce and fewer graduates seeking careers in the trades, the gap is growing, rapidly. The struggle to attract and retain talent is evident. Industry leaders are asking: How do manufacturers in the modern age create an appealing culture for the next generation?
The employee empowerment process is something we usually see discussed in the pages of Forbes or Bloomberg Businessweek, but empowerment is just as important for you and your workers as it is for the C-Suite. In fact, given that safety is on the line, it may be even more important. We’ve spoken to safety managers in various industries about how they empower their workers.
If something doesn't bring you joy, popular wisdom advises to get rid of it. Yet, supply chain managers don't have that luxury. Everything in their inventories has a reason to be there. That means organizing is much more complicated than for the average homeowner, and much more important.
Wellness is defined as “the condition of good physical, mental and emotional health, especially when maintained by an appropriate diet, exercise, and other lifestyle modifications.” Companies are turning to preventative programs to reduce workplace injuries.
Sexual harassment, employee engagement and the evolution of discipline were all explored in 2018 articles focusing on how to improve your company’s safety culture written by the top thought leaders in the occupational safety and health profession.
Chronic pain we know about too well. The opioid onslaught has taught us that. The pressure to work through pain is real, particularly in industries with a macho ethos such as construction and oil and gas. But step back and look at a larger picture — chronic diseases — and the untold millions of adults who work through a chronic illness.
What does it mean to actively care for people’s safety? Is this the mission of behavior-based safety (BBS)? Let’s understand the difference between “caring” and “acting.” No one wants to see an individual get injured on the job. This is caring. Yet, many workers admit they do not act on their caring by providing behavioral feedback.
Rules are so easy to make that safety offices are often accused of being a “Rule Mill” because they continuously produce their rule-of-the month. Why do we create so many rules? One particular cog in our mill that causes us to create rules is incidents. When we suffer an incident, we want to throw every tool in the arsenal to keep it from happening again.
Ever feel a little guilty about taking the time for that pick-up game of basketball or a weeknight watercolor class? You shouldn’t—it’s good for you and your job.
That’s what doctoral candidate Victoria Daniel and Dr. Yujie Zhan of Wilfrid Laurier University discovered in their research titled “Wearing Many Hats: How Employee Personal Life Engagement Enriches Creativity at Work,” presented in April at the 2018 Conference of the Society for Industrial and Organizational Psychology in Chicago, Illinois.
Corrie discusses Safety I, Safety II, and Safety III. Safety I is the current practice—injury prevention. It is slowly evolving into Safety II, which emphasizes human performance and systems controls. Safety III holds out the promise of reinventing the profession.
Among the articles in the May 2019 issue of ISHN Magazine, we have expert insight on the world of safety technology, the latest innovations in PPE and we offer safety tips on robotics, PPE, metal fabrication, and much more.