Employer Responsibility Articles

Why Substance Abuse is a Manager’s Problem

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substance abuse

Is substance abuse really a consideration for you as a manager of a professional work environment? Here’s a scary fact you may not have considered… nearly half of all workplace injuries are traced back to substance use. Drug and alcohol abuse on the job is more prevalent than we may think. Or maybe you know, but just haven’t been educated on the implications in your work environment.

Alcohol and drug use is dangerous for a multitude of reasons. Substances inhibit motor skills and cognitive functioning, give a false sense of confidence, impair judgement, decrease efficiency, and negatively effects workplace performance.

As a manager, the cost of substance abuse in your workplace is too high.

So how do you recognize potential substance abuse among your employees?

Common Signs of Employee Substance Abuse

So how do you recognize potential substance abuse among your employees? If you’re not being attentive to the possibility of substance abuse, it can be easy to miss. Don’t make the mistake of assuming you would know if this was an issue among your employees. There are a variety of reasons an individual may engage in substance abuse, and while sometimes it may be obvious, other times it may not be the employee you expect. Here are a few behaviors to take note of and investigate substance abuse if noticed:

  • Consistent or extreme lethargy
  • Frequent breaks or unaccounted for disappearances
  • Erratic behavior or mood swings
  • Inconsistency in hygiene, appearance, or performance
  • Frequent avoidable mistakes
  • Tardiness or failure to show up to work

How to Address Workplace Substance Abuse

Evaluate your culture- alienation and a lack of resources to address emotional life events leads to a higher volume of workplace substance abuse. Offer help to employees and work to create an environment where they know they have resources and support. Some examples could include availability to counseling, team building, supervisor check-ins, bereavement days, etc.

Proper Supervision- A surprising number of staff report that using substances on the job is not as hard as you may think. Increasing supervision is the first line of defense against onsite drinking and drug use.

Safety Training- Use a weekly meeting time to educate employees on the dangers and liability of substance use at work. Make employees aware that you’re serious about safety and teach them about the long-term ramifications of their actions.

Substance Testing- Implement testing at whatever frequency you feel necessary in your workplace. You are within your legal rights to implement these policies in your workplace. Drug and blood alcohol testing are obvious deterrents to use.

Interested in substance use training in your work place? ResponsAble would be happy to come and teach your employees about the dangers and liabilities of workplace use. Call (225) 753-1909 or email us for more information.

Rest: A Workplace Safety Requirement

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Rest and workplace safety

Psychological research shows proven results that taking breaks from your work, in moderation, significantly increases productivity. Yet this is counter-intuitive to how many of our workplaces and even how our culture functions. Is this true for your work place? If so, there’s a few reasons why rest should be prioritized in safety staffing particularly.

Why is rest important in safety staffing?

Rest is important to safety for reasons that are probably fairly obvious. However, it’s so easy to lose perspective when the pressures and responsibilities of a job weigh on our shoulders. Adequate rest is critical to focus and decision-making. Ensuring safety staff have scheduled breaks allows your jobsite to be safer and more efficient.  

Staff fatigue can contribute to carelessness, lack of clarity, and higher risk for your company. A higher quantity of lower quality work should not be the goal of an employer. Particularly in safety staffing, cognitive energy is critical to effective work.  In the end, denying appropriate job-site rest only leads to increased liability, decreased productivity, and unmotivated staff.

Are breaks required on job sites?

Unfortunately, OSHA does not provide required mandates for employee breaks. There are not actually any federal laws in place to regulate work:break ratios. Some states do have guidelines for break requirements, but even here only 22 of the 50 states have these in place.

Therefore, standards for rest and break balance must be generated by the company. Even when these policies are in place it is not uncommon for employees to forego taking advantage of available breaks in an effort to get ahead or make an impression in the workplace. As a company, a culture that encourages rest must be encouraged.

How to implement a good break culture.

If you’re looking to begin to implement policies for rest in your workplace, here are some general rules of thumb to consider.

During a normal work shift of 8 or more hours:

  • • 15-20 minute breaks once or twice throughout the shift.
  • • A meal break of 30 minutes to an hour.

Once your break policies are in place, it is helpful for the manager and employee to introduce the practice in a way that encourages and uplifts utilizing the practice. Staff who feel safe to do so will be more likely to take advantage of the offer. Leadership should also honor the policy by taking advantage of it themselves. This results in a safer and more productive environment for staff and employer!

Your investment in creating a culture that honors proper balance and safety is worth it.

On Boarding: Why the Bother?

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on boarding employees

There are as many approaches to On Boarding an employee as there are employers.  Some have a methodical process that slow rolls the employee into their new position while others apply the sink or swim technique with a steep curve right to action.

Wherever your business falls along the On Boarding continuum, there are a few fundamental On Boarding process elements that pay large dividends in contributing to the success of your employees.  Technical skills and ongoing training are beyond the scope of this post.  Here we are covering the general steps to ensure a new employee integrates into your work environment well and as intended.  I recommend your check your current process to confirm the following are included.

1. Employee Files.

All required employee data, forms and signatures should be checked and completed as step 1 upon employment.  This may sound obvious, but I have seen employers allow employees begin work without I-9 documentation; thinking it is ok for the worker to bring it in later.  I have other examples but this one makes the point.

The data and form requirements to hire an employee all have purpose.  Any missing form, data or signature imposes risk to the employer, employees and customers.  Under the example of missing I-9 data, an accident involving the new employee may not have insurance coverage.  Employer liability normally protected may fall squarely upon the employer without the protection of insurance you pay for.  Any medical expense to the new employee may also go without medical benefit protection if they are not proven legal as an employee.

Step 1 in the On Boarding process is to review and confirm all required data, forms and signatures are complete and on file with the employer.

2. Orientation

Once you have confirmed that any new employee is properly processed and documented into your work environment, you should provide an Orientation session.  Orientation should be designed to communicate what the employee should expect, how they can seek help and what you are looking for from them through the On Boarding process.

Employees who are comfortable and confident in their surroundings are better learners. Your goal as an employer through Orientation is to ensure the new employee learns what you need them to know as effectively and quickly as practical.  Help the employees by making them comfortable and familiar with where they are, what they should be doing and what you expect of them through the On Boarding process. Smaller businesses don’t often have well organized Orientation programs for new hires but the needs are the same in small or large organizations.  The costs of new employees stumbling and bumbling through their first few days or weeks on the job is as negatively impactful to a small company as it is to a large company, maybe more so.

Make Step 2 of On Boarding a clear Orientation including:

  • • Familiarity with the physical environment
  • • What the employee should expect
  • • How the employee can seek help
  • • What the employer expects from the new hire through the On Boarding period

3. Supervisor One on One.

Every job is a distinct but a common need amongst employees is they benefit from a coach.  Whether a high level professional position or a line level worker, we perform better when we have someone to lead us in the right direction and talk us through obstacles.

The Supervisor One on One is a great time to take Orientation to the details of the individual job requirements.  Have the Supervisor or Manager position themselves as the “Coach” who is there to lead and ensure the success of the new employee.  The Supervisor One on One serves a dual purpose regarding establishing accountability.  The Supervisor One on One establishes the accountabilities of the new employee while also making the Supervisor accountable for the success of their individual team members.

Step 3 of the On Boarding process is to establish the relationship between a new employee and their Supervisor or Manager as one of mutual accountability.

As mentioned at the beginning of this blog, every situation is unique and On Boarding processes will vary widely by company and role.  I recommend you review your On Boarding process if you have one or create one if you don’t.  Take the time to maximize the likelihood that your new hires come up to speed safely and confidently so you and they wind up being successful.

Tips to Effectively Manage Employee Turnover

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employee turnover

Keeping Costs Low and Morale Up During Employee Turnover

Employee turnover can be a difficult problem for industrial companies. Turnover presents many challenges: ensuring new employees have adequate training, maintaining safety and procedural standards in the workplace, preventing slowdown and inefficiency on the line, preventing increased costs to the company, and maintaining morale among remaining employees whose workload might fluctuate with the added responsibility of keeping up with demand and instructing new co-workers. This article will offer some tips and insights into how you can avoid or minimize many of these problems, which would otherwise be detrimental to your company’s growth.

1. Create an Encouraging Environment for New Employees

One of the most important things that a workplace can do to improve productivity is to maintain high employee morale. This goes for seasoned workers as well as new hires. Even an experienced employee who is new to your company will perform far more effectively in an environment where they feel they have room to ask questions, get help, voice concerns, and build confidence in their role. In addition to this, make sure your new employees are familiar with the policies and procedures of your company, from safety protocols to where they should submit their time sheets at the end of a pay period.

2. Listen to the Concerns of Remaining Employees

It’s vital to keep morale high during times of intense employee turnover. Remaining employees might wonder what their workload may look like or how floor efficiency could be impacted. It is important to clearly communicate your expectations to your employees. However, it is just as important to hear their concerns and work with them to find solutions. Giving your employees a voice during periods of change enables them to feel heard and keeps workforce morale from dipping, which is key for any company trying to avoid a serious drop in efficiency. If remaining workers feel respected, this can help prevent exacerbating turnover as well as encourage employees to come to you for help solving problems in the future.

3. Connect New Employees and Experienced Employees

New employees will work and learn much more effectively if they’re able to shadow experienced employees, ask them questions, and come to them for insight. This also will help experienced employees feel as if they’re a part of the growth of the company and are involved in improving the effectiveness of the workplace. It can also help reduce training costs and improve the learning curve for those new to the job, increasing profitability in the long run.

4. Make Sure There Are Enough New Workers

As soon as possible, ensure that your company is making enough new hires to pick up slack in production and relieve the workload of remaining employees. Inevitably, the more strain added to a workforce, the less efficiently it will operate. Therefore, this is a problem you will want to solve as soon as you are able; current employees will want to see that their hard work will be relieved. From the standpoint of productivity, workers who are stretched too thin will struggle with morale and efficiency, so making sure this issue is addressed as quickly as possible is important.

5. Manage Costs Without Slowing Down

Companies often shudder at the thought of employee turnover, with good reason: The associated costs can balloon up to twice the salary of a retained worker. However, there are various other ways these costs can be reduced. One of the most effective is to entrust hiring to an outside company that specializes in matching qualified employees with positions like the ones you need filled. While upfront costs might seem to make this a more expensive option, in reality, the money you will save by receiving qualified replacements quickly will be far more than the fees associated with a hiring service. These services help you replace employees quickly, allowing you to save money that would have been lost during the long period of inadequate staff, slowed productivity, and training.

There will inevitably be challenges with employee turnover, but with the proper resources and methods, you can minimize the difficulties your company will encounter in the process.

How to Motivate Your Employees to Follow Your Safety Programs

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Among the most common concerns of safety professionals today is the best way to keep employees motivated when it comes to safety. Even when you understand the importance of safety, it can be difficult to encourage employees to get on board with your safety efforts. If you are still seeing a lack of buy-in from employees on your safety program, it may be time to re-evaluate your approach. Take a look at the following best practices for ideas on how to motivate your employees to become more committed and enthusiastic about your safety practices.

 

Include Safety as an Important Element in Your Culture

From the moment prospective candidates arrive for an interview, it should be crystal clear that safety is a core value in your organization. You can do this by including safety training and reminders in the onboarding process. It takes more than just teaching employees about safety in their early days in your organization to keep them committed, however. Make a point of reminding your employees about the importance of safety by introducing a safety topic on a daily basis. This will keep safety at the forefront of everyone’s minds.

 

Engage Employees with a Leadership-Down Approach

It can often be difficult for employees to remain motivated to follow safety programs when they do not see buy-in from their leadership. To avoid this problem, make sure your leadership team is also committed to setting a positive example for everyone. Not only should leaders be held accountable for following the same practices expected of their employees, but it’s also a good idea for leaders to set aside time to encourage feedback from employees.

 

Use Positive Reinforcement

When it comes to encouraging employees to follow safety programs, positive reinforcement can go a long way. With this strategy, you are encouraging employees to repeat desired behavior by offering positive consequences for said behavior. Studies have shown that employee satisfaction tends to rise when employees feel as though they are appreciated by management and actually making a difference. Consider this for a moment. If employees feel as though following safety protocols makes no difference whatsoever, are they likely to follow those protocols? By comparison, when employees understand that following safety practices makes a significant difference in keeping everyone safe and that their actions are appreciated by management, they will be much more likely to follow safety programs.

 

With that said, it’s also important to ensure that safety mishaps are not ignored. Unfortunately, there is sometimes a tendency to simply sweep minor mishaps under the rug. This can be detrimental when you are trying to encourage employee buy-in to a safety program. It is essential for organizational leadership to be diligent when it comes to addressing safety issues. These issues should be addressed as opportunities for learning on everyone’s part.

 

Encourage Employees to Feel Ownership of Safety Programs

Employees are naturally more likely to be motivated and committed to safety programs when they play a role in those programs. This can be accomplished by reminding staff that their commitment to safety practices makes a difference in terms of not only themselves but also their co-workers and the workplace as a whole. Providing employees with a variety of avenues for offering feedback on their safety program is another great way to encourage buy-in and motivation. Organizations can also give safety incentives by allowing employees to serve on problem-solving committees and even conduct safety evaluations.

 

Actually Put Employee Feedback to Work When Assessing Safety Programs

When requesting employees to give feedback on safety issues, it’s crucial that you use that information to reassess the effectiveness of your program. After all, front-line employees can often give valuable information that can help your organization to improve safety practices. Furthermore, employees need to see that their feedback and opinions matter. Make a point to act on feedback in a timely manner and let employees know that their participation is appreciated.

 

Ultimately, employees must be committed and motivated for your organization’s safety program to work. By ensuring new employees know from the beginning that safety is a priority at your organizational culture, using positive reinforcement to let employees know they are appreciated, and listening to their ideas, you will be able to make your workplace more compliant and safer for everyone.

What Could Go Wrong, Preventing Workplace Hazards

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With supporting safe work environments being our mission, it helps to start with some statistics to help establish how we can best succeed.

The Bureau of Labor Statistics reports there were approximately 2.9 million nonfatal work-place injuries and illnesses reported by private industry employers in 2016.  That translates to a rate of 2.9 cases per 100 full time equivalent workers.

The industry with the highest number of reported injuries remains manufacturing where nearly 20% of all days away from work cases, DAFW, were described as falls, slips or trips.

It always surprises me to see falls, slips and trips as the single largest category of DAFW.  I picture some dangerous machine or other ominous physical third party playing the lead role in injuries, not something of my own doing without any help required.

As I put these thoughts into writing, it sounds a little harsh.  Aren’t there physical hazards in play to allow me to fall, slip or trip?  Well it depends on how you look at it which is the segue to my point.

The First Rule of Safety – Know Your Job

Under OSHA’s General Duty Clause, Sec 5(b), we are instructed to “comply with occupational safety and health standards” and all OSHA regulations that apply to our “own actions and conduct.”

Employers are responsible for providing a workplace “free from recognized hazards” under OSHA rules; but, individuals must own their actions and conduct at all times.  So let’s consider the importance of Knowing Your Job in preventing workplace hazards.

Knowing Your Job includes a broad array of factors including but not limited to

  • • Materials and Equipment
  • • Procedures
  • • Possible Hazards
  • • Unexpected Hazards

Being an expert in our own safety demands that we put significant energy into each of these categories to assure we work safe to the extent that we are able.  Survey each bullet category from the perspective of “Knowing Your Job.”

Materials and Equipment

Common examples under Materials and Equipment include MSDS and the handling of chemicals or proper operation of machinery.  An employer can provide excellent MSDS tools and solid training on proper mechanical operation, but we must commit ourselves to study, understand and apply the available information and training.

We need to accept our responsibility as professionals to seek out and know the materials in our work environment and how to safely operate / maintain our equipment.

Procedures

It is critical to learn from the experience of those who’ve gone before us.  Procedures are the product of that experience put into a communication for our benefit which includes our safety.  If we are not familiar with proper procedures or we disregard the procedure for the sake of time or other priority, we are accepting great risk and increasing the likelihood of unsafe conditions and injury.

“Ignorance of the law is no excuse” and neither is ignorance of proper procedures.  Find them, read them and ask questions where you are unclear.

Possible Hazards

Some hazards are predictable.  Pinch points, electrocution, inhalation, fire, confined space, slip, fall, tripping.  I put the last three last on purpose to show how the data reflects we are prioritizing slip, fall and trip hazards.

Most manufacturing environment procedures require inspection of work areas prior to starting work.  Recall that under the OSHA General Duty Clause we are responsible for our own actions and conduct.  What are we seeing in our pre-work inspections where slip, trip and fall are concerned?

Accidents happen but preventable accidents must be prevented and slip, trip and fall incidents can often be prevented.

We need to raise awareness regarding the frequency of slip, trip, fall events and the injuries they cause.  If you’re a manager, lead by implementing slip, trip, fall hazards recognition and mitigation.  Remove those hazards where possible and teach skills to minimize the risk where you have minimized the presence of the hazard.  As employees we need to look for slip, trip, fall hazards before we start work.  We can’t fall into complacency with the greatest cause of days away from work.

Unexpected Hazards

Potential dangers that arise on the job, often the result of changing conditions, can cause unsafe conditions.  The catch all description is “anything that doesn’t seem right.”  We need to be alert and sensitive to things that don’t seem right and take action to confirm, and if necessary, correct.  Many slip, trip, fall hazards are the result of unexpected hazards.  A liquid spill, tools on the ground, loose cords, all can result in a slip or trip.

Be vigilant with work area inspections.   Hold yourself accountable for housekeeping and don’t be afraid to hold other accountable.  Think about your technique when climbing or descending and avoid rushing when carrying things.

Know Your Job – Preventing Workplace Hazards

Knowing your job includes knowing the hazards at all times.  To the extent that it depends on you, know the risks and be pro-active in mitigating those risks.  Your diligence and commitment are your greatest tools.