Human Resources - The Safety Program

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Human Resources - The Safety
Program

• The Human Side
• The Business Side
• Presenter Ms. Colleen Leaf, Human Resources
  Mgr.
• Akwesasne Housing Authority

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• In todays world of economic changes and funding
  cutbacks, many housing authorities have been
  forced to cut programs and services provided to
  the community.
• The development of a safety program is one way
  of cutting costs and managing available funding.

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AHA Structure

• Akwesasne Housing Authority employs their own
  construction crews that are tasked with building
  homes from the ground up.
• These crews consist of
• Laborers
• Carpenters
• Electricians
• Plumbers
• Heavy Equipment Operator
• Crew Leaders
• Inspector
• Construction Foreman/Code Officer
• Managers

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With such a diversified work force, AHA needed
to implement a safety program to manage the risks
inherent with residential construction. The
program also needed to address the safety of
office personnel, as well as fire drills and
emergency evacuation procedures for our senior
apartment complexes.
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Planning

• AHA management team convened to determine the
  following
• Was there a need for a safety program?
• Would such a program be cost effective?
• Pros and cons of the safety program?
• What department would be responsible for
  development, implementation and enforcement?

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Human Resource Role

• Administrative
• Record keeping and compliance.
• Operational
• Maintaining a productive work environment for all
  employees.
• Strategic
• Policy development and pro-active employment
  practices.
• The development of a safety policy falls within
  HRs realm of responsibility.

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Fact
Tribal housing authorities stand to benefit in
two ways through the implementation of an
effective safety program !!
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Benefits

• The human factor
• Promoting a stronger more viable work force
  through protection and management of human
  resources.
• The business factor
• Promoting a stronger more efficient housing
  authority through loss control and management of
  financial resources.

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Human Factors

• Employees are our most important asset!!!

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Human Factors (contd)

• Preservation of employee safety and health must
  have top priority.
• Production is secondary to safety.
• Any safety and health program must have total
  employee involvement.
• Organizations promote good will by sending the
  message We value our employees.
• When an organization is well managed, employees
  benefit (professionally and financially).

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THIS SHOULD BE WHY WE HELP OUR EMPLOYEES WORK
SAFE!
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End Results of a Safety Program

• A healthier and a more productive work force.
• Skilled workers trained to do the job the right
  way.
• Lower workers compensation insurance costs.
• Safety hazards identified in a timely manner.
• Reduced medical expenditures.
• Less money spent for overtime benefits.
• Reduced turnover.
• Efficient utilization of human resources.

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Company Image

• Employers have a moral obligation to provide a
  safe and healthful work place.
• A good safety program is an excellent marketing
  tool.
• No one wants to work for a company that has
  little or no regard for their employees.

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Basic Safety Program Guidelines

• Obtain management commitment.
• Build trust.
• Conduct self assessments.
• Develop a site safety vision.
• Develop a system of accountability and measures.
• Provide awareness training.
• Continually measure, communicate results and
  celebrate successes.

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Safety Program Requirements

• DO
• Recognize that management leadership and
  commitment is the motivating force behind a
  successful safety program.

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Safety Program Requirements (contd)

• DO
• Allow employees a voice.
• Promote employee involvement by encouraging
  identification of existing or potential hazards.
• Provide PPE and required training.
• Consistently review policy for effectiveness and
  update required components.

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Required PPE
Hard hats supplied Safety glasses supplied Ear
plugs/Ear muffs supplied Body harness/Fall
Protection Equipment supplied Work boots
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AHA FIELD MANAGERS
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Safety Program Pitfalls

• Do not send mixed messages or
• be inconsistent.
• Once policy is established, stick with it.
• Do not minimize the importance of employee input.
  
• Do not place productivity before employee safety.
• Do not allow employees to use malfunctioning
  tools.
• Do not consistently operate in reactive mode.
• Be pro-active by planning and assessing risks.

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Once the pin has been pulled, the grenade is no
longer our friend.
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CAUTION

• Implementing a safety program requires change,
  which can often be met with resistance.

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• Possible problem areas include
• Total commitment
• From entry level employees to the top of the
  corporate ladder.
• Personal Protective Equipment
• Complaints it is too hot too bulky gets in the
  way.
• Consistent enforcement
• Including disciplinary action when required.

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Working to a successful end

• AHA implemented a safety policy in 2010.
• Positive results have been realized!
• Workers compensation claims are down 58 since
  2009.
• Initial set up costs have been offset by
  decreased operating costs.
• Workers compensation premium has been reduced.
• More effective communication between field
  personnel and management.

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Workers Compensation
Direct and Indirect Cost of Injuries
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Workplace Injuries

• Each year, more than 6,000 employees die in the
  workplace.
• 50,000 more die from illnesses caused by
  workplace hazards.
• An average of 17 workers die on the job each day.
• These injuries create an estimated direct and
  indirect costs of 155.5 billion annually, thats
  almost 3 of the US gross domestic product.

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Types of Incidents

• There are10 types of incidents that generate the
  vast majority of costs (86.9) associated with
  disabling workplace injuries.
• Overexertion
• Fall on same level
• Fall to lower level
• Bodily motion (i.e. slipping and falling)
• Struck by object
• Highway incident

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Types of Incidents (cont.)

• Caught in or compressed by machinery
• Repetitive motion
• Struck against object
• Assaults/violent acts

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Statistics Workplace injuries

• An employee who files a claim for lost time is
  twice as likely to file another claim within 3
  years.
• 26 of employees with a prior claim and who
  remain with the same firm will file another claim
  in the future.
• 50 of second claims filed are for back injuries.

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Direct Costs

• Are just the tip of the iceberg.
• Insurance pays most of these costs.
• The total annual direct cost of workplace
  injuries was 51.8 billion dollars in 2009.
• Includes workers compensation payments.
• Medical expenses.
• Civil liability damages.
• Litigation expenses.

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Indirect Costs

• Indirect costs can be the deal breakers.
• Hidden costs uninsured, unbudgeted
• You pay all of these.
• Some examples include
• Damage to equipment the worker might have been
  using.
• Lost time by injured worker.
• Training a substitute worker.
• Loss of efficiency.

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Indirect Costs (cont.)

• Internal Management time
• Safety person
• Investigates the claim for safety reasons.
• Prepares a report.
• Manager
• Is involved in the claim notification process.
• Has to address staffing issues.
• Monitors replacement personnel to ensure
  departmental standards are followed.

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Indirect Costs (cont.)

• Claims Management
• Required to monitor claim
• Compile data and report trends
• Employee Cost
• Pain and discomfort
• Time waiting for care
• Travel time to various medical providers
• Delay in wages

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Indirect Costs (cont.)

• Easy to forget about because they are hard to
  measure.
• The cost of workers compensation can be dwarfed
  by the indirect costs associated with the injury.
• OSHA estimates they run between 1 and 4.5 times
  direct costs!

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Risk Management

• Properly manage the risk of your workplace to
  prevent accidents.
• Hire the right kind of employees.
• Know the risks inherent to your workplace and
  have plans in place to manage them.
• Maintain a safe workplace.
• Be known as a fair employer.
• Have a healthy workforce.
• Get proper care for injured employees.

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Summary

• Akwesasne Housing Authority is committed to the
  preservation of employee safety and health in
  every phase of our business.
• Since implementing our safety program we have
  seen positive results.
• If interested in a template of our safety
  program, please contact
• cleaf_at_akwehsg.org
• 518-358-9020 x 107