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
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