Building Safety through Teamwork

Safety performance is more than a reflection of a solitary safety leader. In most cases, it is the result of a team effort and commitment to a common goal. Employees perform better when they feel valued and cared for. Imposing safety rules are only part of the equation. Teamwork will foster a sense of community and allow workers to feel proud of the work they complete. Here’s what you should do to build better safety teamwork performance.

 

Compliment, don’t criticize. Complimenting your teammates and workers has several benefits. Their self-esteem will improve, you’ll feel better about your role, and you’ll look for reasons to think better of others. Offering compliments allows you to focus on what your team requires, and honing in on that need will allow individuals to get the respect and admiration they need. It brings a team closer together, which allows them to perform better.

 

Focus on improvement. Whether you work through seminars or self-improvement lectures, do what you can to improve the abilities and decision-making processes of everybody on the team. This will allow them to support each other and maintain a sustainable safety performance through better quality work.

 

Inspect, don’t expect. Regularly inspect the work and progress of the team. Don’t nit-pick or micro-manage. Instead, provide autonomy and ask earnestly about progress and how to better engage all members. If you provide a team the freedom to approach management with issues you empower them to propose solutions.

 

Provide credit. Looking out for one another requires participation from every member of a team; no individual can let their guard down. Everyone should be committed to the idea that each member has a value. When you praise a team and give credit where it is due, you boost morale and camaraderie, which will improve performance and self-confidence.

 

In implementing these four actions and mindsets, you allow your team to naturally build camaraderie. This relationship will allow them to self-regulate and hold each other accountable. Looking for additional resources and tips? Check out this page about teamwork safety.

Occupational Medicine is in High Demand, Short Supply

When we discuss Working on Safety, we’re often talking about best practices in the workplace and industry-specific safety precautions. But even the best-run companies can’t completely eliminate every safety risk, and many are increasingly looking to provide workplace-related health services to their employees. Moreover, workplace safety and employee health go hand-in-hand and have a direct impact on productivity and loss management and, thus, the bottom-line. Preventative and proactive health programs means better moods, better morale, and better decision-making.

 

Expansion is hitting a bottleneck. As such, the market for occupational medicine has been growing at a strong to breakneck pace over the last decade. Even now, signs of slowing growth isn’t so much about demand flattening out as it is insufficient supply of medical providers. Of course, occupational medicine isn’t the only healthcare sector that’s experiencing a shortage of doctors and nurses. See the Occupational Medicine Market Report from Decision Databases with forecasts that extend out to 2024.

 

Providers are Diversifying. One way that the market is finding ways to narrow the gap of this unmet demand is the entrance of other health providers into the market for occupational medicine. Family practices, urgent care, orthopedic doctors, and collaborative programs between specialized health professionals may generate supplemental revenue streams for their business by offering occupational medicine. In fact, given their existing services and competencies, these community health clinics and urgent care centers are, arguably, better positioned to offer comprehensive health resources to employees and employers than niche occupational health providers.

 

Demand Follows the Jobs Market. It’s also telling that in looking around the country for these types of crossover medical practices, it was easiest to find these groups and information about occupational medicine in major metropolitan areas known for cultivating a strong and productive workforce. Check out these pages from urgent care centers in Denver, Boston, and Seattle.

 

Local providers and institutional support. Of course, it runs both ways, and many of the health providers that took advantage of the initial, rapid expansion of occupational medicine when first starting their practice have also diversified their healthcare services over the years. There are also several national and international healthcare organizations that focus on occupational medicine. If you’re interested in learning more about how these organizations contribute to occupational medicine, we recommend you check out these pages from U.S. HealthWorks, Proactive Occupational Medicine, and Occucare International.

 

The Six Essential Traits for Good Safety Leadership

Safety leadership in the workplace is an important skill to develop regardless of your experience and position. Leadership itself is not a position; it is an attitude and a mindset that individuals bring to work every day. Safety leadership has a list of parts and traits necessary to be effective and long-lasting. Here are the six essential characteristics and actions you need to take to be a successful safety leader, whether you’re a first-time employee or a veteran employer.

 

  1. Remember: if nobody is talking, then nobody is listening. If nobody is listening, instructions are missed and people can get hurt. Communication does not only exist in the form of scolding and lectures. Instead, it involves conversation and consistent interaction. Communicate everything from safety hazards to workplace concerns.

 

  1. Leadership requires confidence—there’s no way around it. If a worker lacks confidence while performing a potentially hazardous job, others are put at risk. If you are not confident in your work, you are distracted.

 

  1. Honesty has two components: accountability and responsibility. If you deny accountability, you lack honesty. If you don’t know how to perform a certain task, speak up; you can’t fix what you don’t know, and sometimes that can be dangerous.

 

  1. No matter the job or adversity you are facing, you must always keep a positive attitude. This allows you to see what needs to be addressed and take action rather than wallowing in fear. If you can’t find a reason to be positive about a situation, it is likely unsafe. Discuss this with your staff and/or supervisor.

 

  1. Commitment. Commit to the job you were assigned; you’ll feel prouder of your achievements, work, and daily grind. If you’re not committed to a job, you’re not committed to doing that job safely. The more committed you are, the more confident you will become.

 

  1. Invest all your focus in your surroundings. This allows you to see what is coming and prepare for it. Observe first, internalize the situation, then act. This will allow you to address potential safety concerns before they become issues.

 

 

“Sending People Home” is Not Always the Answer

The idea of sending your employees home is not enough to guarantee safety. In fact, most employers use it as a way to show their employees that they have a commitment to safety; you would rather let the person spend the afternoon relaxing than risk an accident in an unsafe work environment. In reality, this is the least an employer can do for their employees—it’s what your workers will expect. Stating that you are committed to sending people home safe is a guarantee that does not warrant explicit mentioning. It doesn’t make you a safe leader, and it shows that you are only committed to the minimum expectations of workplace safety.

 

Sending people home safe is, literally, the least you can do for your employees—by law. No employee expects to get hurt on a specific day. When you tell people that all you care about is getting them home safely, you’re merely reiterating an expectation they already have. Rather than using empty words, put your ideas into effect by actually enforcing safety standards. Do what is beyond the minimum to ensure a safe work environment.

 

Rather than sending your employees home safely, think about what you could be doing. You could be sending them home better—with an understanding of workplace safety codes and the promise that they will not be hurt on the job. Send them home with a sense of pride in the quality of work they do, the employer they work for, and the team they work with. Inspire them to be better employees, to look out for their co-workers, and to extend the safety leadership you’ve already displayed.

 

Rather than emphasizing that you want to send people home safely, focus on the educational tools your employees need to do their jobs correctly. Sure, if an accident happens, send the employee home. But don’t make this the most important aspect of your approach to safety. Understand that there are steps you can take to improve the workplace for everyone.

 

How to Hold Constructive and Productive Safety Meetings

Safety meetings aren’t fun for anyone—the presenters are likely focused on relaying the communication as quickly and efficiently as possible, and the attendees are likely bored senseless. In reality, safety communication meetings should step outside what is boring and predictable in order to present information in such a way that your employees retain all essential tips. Make a plan for employees to stay engaged by ditching boring statistics, figures, graphs, and performance charts, instead opting for hands-on learning. Workplace safety is one of the most important topics you can cover in a meeting; make your time count. Here are our three tips for holding better safety meetings.

 

  1. Don’t. Use. PowerPoint. Create safety meetings that engage employees with each other, not with your organized screen. Sure, you can use PowerPoint for yourself as a means of organizing thoughts, but don’t project it in front of your employees. Don’t walk into your safety meeting with a shopping list of topics to cover. Instead, engage the employees, encourage them to discuss topics with one another, and use language to help them understand the implications of workplace safety misuse.

 

  1. Facilitate a Call to Action. You want your employees to view safety differently at the end of the meeting. You want them to understand how misuse and negligence and impact their lives, as well as the lives of fellow employees. Articulate a clear, concise, and passionate call to action for your employees to take and remember after the meeting. Never think of your meetings as a way to fill time. It’s not enough for your employees to simply know the information; they have to actually do something with it.

 

  1. Present one idea at a time. Organize your meeting around themes and topics. Simplify your presentations through careful planning and shorten meetings to one thought at a time. This will allow your employees to better absorb the important information. If there are any supplemental materials or ideas you would like the employees to know, send them in newsletters, emails, or handouts. Don’t be afraid to schedule several shorter safety meetings in place of one, several-hours-long seminar.

 

In following these three steps, you can nearly guarantee that your employees will better absorb and retain essential workplace safety information. Always send them home with a handout of covered topics and make yourself available for questions both before and after the meeting.

 

Know Your Rights

If you are an employee in the United States, you are entitled to a safe workspace. Several federal laws require employers to provide a space free of known health and safety hazards. If you have a question about a health and safety issue at your workplace or would like to discuss your rights as a worker, you can call OSHA toll-free at 800-321-6742. You can also visit your local OSHA office.

 

A safe workspace should include the ability to be trained in a language you understand. You must be able to work on machines that are safe and be provided necessary safety gear. Below are a few additional workers rights to which you are entitled:

 

  • Protection from toxic chemicals
  • The ability to request an OSHA inspection and/or speak with the inspector
  • Report injury or illness
  • Receive copies of medical records
  • Receive copies of a workplace injury and illness log
  • Get copies of test results gleaned to find hazards in the workplace.

 

But what happens when something is wrong? How do you speak up without fear of retaliation? You have several avenues to pursue. If you believe your working conditions to be unsafe or unhealthful, you can file a confidential complaint with OSHA and solicit an inspection. Though workers can do this without discussing the situation with their employer, it is recommended you bring it to their attention. Regardless, see the Department of Labor’s website for instructions on how to file a Safety and Health Complaint.

 

If you have chosen to inform your employer of a specific safety-related situation and have experienced a form of retaliation—a demotion, firing, transfer, &c—you are entitled to file a whistleblower complaint. It is illegal for an employer to retaliate against a worker for utilizing their lawful rights. For instructions on how to file a whistleblower complaint, visit the Department of Labor’s Whistleblower Protection Programs website. Take care to file this complaint within 30 days of the alleged retaliation.

 

Common Workplace Hazards

Employers and employees alike should take precautions to prevent potential workplace hazards. Some problems, however, may not be obvious—they could exist in the form of an inappropriately-used extension cord or a misplaced box of supplies. The National Safety Council utilizes a team of consultants who travel around the country to visit workplaces. These five hazards were identified by the National Safety Council as some of the most pervasive and common in the country.

 

Poor housekeeping. This can include everything from clutter blocking fire exits to accidentally hindering a ceiling sprinkler that may be deployed in case of a fire. If you notice something related to poor housekeeping, employees and employers should not wait for cleaning and sanitation crews to fix the issue. Try to clean and declutter as you go, or alert your supervisor to a potential problem.

 

Working at height. Though unsurprising, the NSC identifies the most hazards with working at height. The Bureau of Labor Statistics data shows that falls from height-related work accounted for 14 percent of all workplace fatalities in 2014. If you work at height, develop safety standards relating to scaffolding, ladders, and emergency plans.

 

Chemicals. If your workplace uses or purchases chemicals, there needs to be a control system in place. All employees should understand what the chemicals are used for, why they were ordered, what they do, and how they can practice safety in their presence.

 

Electrical hazards. These hazards appear in the form of blocked breakers and inappropriately-used extension cords. Extensions are useful for temporarily supplying power to a certain source, but they should be used sparingly. Moreover, extension cords lying on the ground pose another hazard—an employee could trip and fall.

Creating a Culture of Safety

As an employer, it is your duty to provide a safe and hazard-free workspace for your employees. However, your efforts may only extend so far; employees must be trained properly and made aware of possible avenues for workplace safety discussion. It is therefore necessary for employers to create a culture of safety. Below, we have a few tips for starting this process and generating a broader conversation.

 

Proper Training—Your employees should know exactly what they’re doing—whether you own an advertising agency or a shipping warehouse. Taking the time and care necessary to properly train your employees will result in fewer accidents and a better, more transparent relationship.

 

Engaged Practices—If changing anything relating to workplace safety, be sure to include your employees (to the best of your ability). Utilize surveys as a voting tool for passing certain safety measures and allow employees to speak up about the hazards they perceive in their workday.

 

Safety Updates—If new standards are released by the Department of Labor, be sure to let your employees know. If possible, hold a meeting to discuss workplace and national safety updates. Workers should be aware of their rights.

 

Perception Surveys—The National Safety Council recently reported that 30% of Americans were afraid to report safety issues in the workplace. If you are curious to find out what your employees think about their space, consider conducting perception surveys. The NSC provides reliable feedback from employees of all ranks in your business or organization. For more information, visit the NSC website.

 

What is OSHA?

Under federal law, all employees are entitled to a safe workplace. OHSA, the Occupational Safety and Health Administration, seeks to uphold that promise. Nearly every employee in the nation comes under OSHA’s jurisdiction, though some exceptions exist: mining workers (who have their own Act), some transportation workers, many public employees, and the self-employed. Employers subject to the OSH Act have a general duty to provide work and a workplace free from serious hazards, and employees have the right to seek assistance in rectifying dangerous workplaces without fear of retaliation.

 

The Occupational Safety and Health Act of 1970 created OSHA. The Act sought to assure safe and healthful working conditions for all workers in the United States. During World War II, United States industrial production increased dramatically; labor unions were more concerned with maintaining wages (inflation was severe) than with upholding workplace healthy and safety. The war ended, but workplace accident rates remained high, eventually beginning to rise. In the two years directly before OSHA’s enactment, more than 28,000 workers died on the job and two million were disabled or harmed in the workplace.

 

Several bills were introduced in order to combat workplace dangers—Lyndon B. Johnson introduced a comprehensive occupational health and safety bill to Congress in 1968, and Richard Nixon introduced two bills in 1969. Both congressional Democrats and Republicans introduced bills in 1970, and, in November, both chambers acted—The House passed the Republican compromise bill, while the Senate passed the Democratic bill.

 

The Occupational Safety and Health Act of 1970 is found in the United States Code at title 29, chapter 15. If you would like more information about OSHA, we recommend reading All About OSHA, the U.S. Department of Labor’s publication detailing the sections of this Act. For more information about the Department of Labor’s workplace-related agencies, see their Workplace Safety and Health Index.

 

Watch a Video Introduction by National Safety Compliance