LeadingAge California
Creating a Culture of Safety
May 2015
JOE CARACCI
GARY JOHNSON
RICHARD NORDSIEK
P: 717-645-8381
E: [email protected]
WWW.MONARCHRISKMANAGEMENT.COM
What we will cover today
Developing a Safety Culture with Accountability
Employee Engagement Pilot Project
Case Study: Rowntree Gardens
Developing a Safety Culture based on the Four Pillars
of the NSC Journey to Safety Excellence philosophy:
1. Leadership and Employee Engagement
2. Safety Management Systems (Establish Policies)
3. Hazard Identification/ Risk Reduction (Recognize Hazards)
4. Performance Measurement (Measure Progress)
160 Ton Flywheel
Flywheel Principal
from “Good to Great”
by Jim Collins
EVERYONE should know Workers’ Compensation is
NOT insurance. Not like Health, Auto or any other
“Shared Risk”.
If Work Comp is not
insurance what is it?
Who has the greatest
incentive to reduce losses?
(Who doesn’t?)
How do you fix this?
For every $1 spent on injury, additional $3 - $54 is wasted in
time & opportunities (National Safety Council Statistics)
Lacerated finger. Occ Med Clinic $175
Indirect costs: ( Average = X $4.50 )
Wages paid 3.5 hours off job
Transportation to hospital
Overtime to cover remaining 4 hours
15% decrease in productivity
Damaged products
Four employees assist 15 min. = 60 min
9 employees discuss = 90 minutes
Employee seen for follow up visits
Supervisor investigates and reports
Indirect costs - $787
TOTAL = $962
$175
$787
Example of cultural transformation
Before and after transformation
900,000
800,000
700,000
600,000
500,000
400,000
300,000
200,000
100,000
0
Prior
Prior
Prior
Prior
Post
Post
Post
Prior Prior Prior Prior Post Post Post
Prior Average = $539,065 VS Post Average = $47,650
It’s not unusual to see results like this.
IF the organization is ready to embrace a safety culture transformation
Observations after conducting over 1,000 department audits
and interviewing more than 10,000 injured employees:
Departments where supervisors have great relationships with
their employees have fewer deficiencies and fewer injuries.
Employees rank “Relationship with Supervisor” as one of the
top reasons they leave their job.
According to 2015 Gallup Poll: Only about 30% of employees in
the United States are Engaged in their jobs.
Nobody likes to be made to feel stupid
Steel Mills
Law Office
Barge Welders
Iron Foundries
Insurance Office
Roofing Contractors
Concrete Contractors
Aluminum Die Casting
Plastics Manufacturing
Nuclear Fuel Processing
Aluminum Re-melt & Extrusion
Hospitals and Long Term Health Care
Participants in the Leadership Development /
Employee Engagement Project:
United Zion, Lititz, PA
Westinghouse, Columbia, SC
New York University, NYC, NY
St. Paul’s Homes, Greenville, PA
Rhoads and Sinon, Harrisburg, PA
Rowntree Gardens, Los Angeles, CA
Independent Insurance Agency, Sharon, PA
Brownsville Marine Products, Brownsville, PA
What Might an Engaged
Relationship Look Like?
What we learned from employees. They desire:
• Healthy Relationship
• Collaboration
• Always Events
Care for employees they will care for your business
The How – Step 1
Listening to
Senior Team
What Does an Ideal Leader Look Like?
Education and Teaching
•
•
•
•
•
•
Ownership
On-Boarding
Customer Service
Tie in Core Values
Crucial Conversations
Mission Vision and Strategy
Front Line Leader Con’t
Problem Solving
•
•
•
•
•
•
•
Proactive
Taking Action
Follow Through
Quality Method
Observation Skills
Making Decisions
Critical Thinking Skills
Front Line Leader Con’t
Interpersonal Skills
•
•
•
•
•
•
•
•
Accessibility
Conversational
Knowing Employee
Dignity and Respect
Employee Recognition
Role Modeling/Character
Aware of Personality Type
Employee Satisfaction Surveys
The How - Step 2
Listening to
Leaders of
Front Line
Staff
Listening to
Senior Team
What do Supervisory Staff look for in a leader?
• Available
• Approachable
• Help as needed
• Explain things well
• No question is stupid
• Patient, does not snap or get annoyed
• Caring, thorough, listens and follows through
The How – Step 3
Listening to
Front Line
Staff
Listening to
Leaders of
Front Line
Staff
Listening to
Senior Team
What do Front Line Staff look for in a leader?
• Has my back
• Approachable
• Cares about me
• Does not play favorites
• Does not hide in the office
• Never says, I don’t have time for that
• Constantly encouraging and showing appreciation
The How at Rowntree Gardens– Step 4
Behavioral
Changes
Showing
Appreciation
Leadership:
Interpersonal
Skills
Being a Daily
Blessing to
All You
Encounter
Rowntree Gardens Experience
Results of Engagement Project:
• Leaders of front line staff decided they would
ALWAYS like to do three things for those they lead:
• Acknowledge
• Appreciate
• Communicate
• 90 staff members decided it would be helpful to
produce a video with these principles.
Review of what we covered
Developing a Safety Culture with Accountability
Employee Engagement Pilot Project
Case Study: Rowntree Gardens
What are your “Take-A-Ways”?
Relevancy of Content?
How would you use this information?
Safety Culture Change Principles:
• Listen – ensure every voice is heard
• Individuals are the heart and soul of a company
• Together define a vision and establish goals for a
profound and sustainable change
• Stay focused on culture, start with the relationship
between supervisors and employees
• Training and initiatives are a waste of time if you
don’t have a way to hold everyone accountable
Things to think about:
What’s your current safety culture like?
Is there room for improvement?
Where will you start?
Questions?
Joe Caracci, Founder & CEO
Monarch Risk Management
P: 717-645-8381
E: [email protected]
www.monarchriskmanagement.com