Human Resources -Human Resources - The Safety Program The Safety Program

The Human Side &

The Business Side

Presenter: Ms. Colleen Leaf, Human Resources Mgr.

Akwesasne Housing Authority

In today’s world of economic In today’s world of economic changes and funding cutbacks, changes and funding cutbacks, many housing authorities have many housing authorities have been forced to cut programs and been forced to cut programs and services provided to the services provided to the community. community.

The development of a safety program is one way of cutting costs and managing available funding.

AHA StructureAHA StructureAkwesasne 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

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.

PlanningPlanning

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?

Human Resource RoleHuman Resource Role

AdministrativeAdministrative Record keeping and compliance.• OperationalOperational Maintaining a productive work

environment for all employees.

• StrategicStrategic Policy development and pro-active

employment practices.

The development of a safety policy falls within HR’s realm of responsibility.

FactFact

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

BenefitsBenefits

•The human factorThe human factor: Promoting a stronger more viable

work force through protection and management of human resources.

• The business factorThe business factor:Promoting a stronger more efficient housing authority through loss control and management of financial resources.

Human FactorsHuman Factors

Employees are our most important Employees are our most important assetasset!!!

Human Factors (cont’d)Human Factors (cont’d)

• 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).

THIS SHOULD BE WHY WE HELP OUR EMPLOYEES WORK SAFE!

End Results of a Safety End Results of a Safety ProgramProgram

• A healthier and a more productive work A healthier and a more productive work force.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.

Company ImageCompany Image

Employers have a moral Employers have a moral obligation to provide a safe obligation to provide a safe and healthful work place.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.

Basic Safety Program Basic Safety Program GuidelinesGuidelines

Obtain management Obtain management commitmentcommitment..

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.

Safety Program Safety Program RequirementsRequirements

DODO::• Recognize that management Recognize that management

leadership and commitment is the leadership and commitment is the motivating force behind a motivating force behind a successful safety program. successful safety program.

Safety Program Requirements Safety Program Requirements (cont’d)(cont’d)

DODO::• 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.

Required PPERequired PPE

Hard hats– suppliedSafety glasses – suppliedEar plugs/Ear muffs – suppliedBody harness/Fall Protection Equipment – suppliedWork boots

AHAFIELD MANAGERS

Safety Program PitfallsSafety 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.

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

CAUTIONCAUTION

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

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.

Working to a successful Working to a successful end 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.

Worker’sWorker’s

CompensationCompensation

Direct and Indirect

Cost of Injuries

Workplace InjuriesWorkplace Injuries• Each year, more than 6,000 Each year, more than 6,000

employees die in the workplace.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, that’s almost 3% of the US gross domestic product.

Types of IncidentsTypes of IncidentsThere 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

Types of Incidents Types of Incidents (cont.)(cont.)

◦Caught in or compressed by machinery

◦Repetitive motion◦Struck against object◦Assaults/violent acts

Statistics – Workplace Statistics – Workplace injuriesinjuries

• 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.

Direct CostsDirect CostsAre 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.

Indirect CostsIndirect 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.

Indirect Costs Indirect Costs (cont.)(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.

Indirect Costs Indirect Costs (cont.)(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

Indirect Costs Indirect Costs (cont.)(cont.)

Easy to forget about because Easy to forget about because they are hard to measure.they are hard to measure.

The cost of worker’s compensation can be dwarfed by the indirect costs associated with the injury.

OSHA estimates they run between 1 and 4.5 times direct costs!

Risk ManagementRisk 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.

SummarySummary

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@akwehsg.org 518-358-9020 x 107