“One of the best write-up experiences I have had in a long time, and the best part was how the employee I wrote-up left the meeting in good spirits.”
Oftentimes, when we read a rule, we think about the dos and don’ts of the equation. But, there is so much more to a rule. Rules are in place for a reason; they are designed to protect us and others from harm. Well written rules, especially ones that are focused on safety, protect employees from physical harm, maintain efficiency and decrease any possible liabilities for the company all the while increasing the quality of food being produced.
Writing an employee up for not adhering to the safety rules is an important and necessary step but comes with no guarantees of changed behavior.
Daniel shared with me about an upcoming write-up, and I invited him to use a four-step sequence designed to increase the likelihood of a behavioral change. Because of the recent supervision training that Daniel had engaged in, he was ready to grow in his supervisory role and try something different.
Step 1) Prepare a concise list of the ways this choice affects the supervisor, the employee, the other employees, and the company as a whole. When speaking with the employee begin with the following prompt:
This is the way it impacts me and others…
Step 2) Create space to listen to their story without judgment. Use the following prompt:
Can you share with me how this happened?
Step 3) After listening to the story, summarize it and invite the employee to take responsibility using this question:
As you reflect upon it is there anything you would do differently?
Step 4) Thank the employee for recognizing alternative possibilities and complete the four-step sequence with this final invitation:
Knowing how it has impacted me and others is there anything you think could or would do to correct it?
Using these four steps Daniel reported that his relationship with the employee strengthened, that the employee recognized the potential harm that could have come from his shortcuts, committed to changing his behavior, identified ways that it could be done better in the future, gladly accepted the writeup, and even generated ideas for safety practices in other areas.
If you, or your company, is interested in further exploring the ways that the High-Performing Team Growth Cycle can invite safer, more productive, and higher quality practices with your team please reach out to me at Tim.email@example.com.
In today’s COVID-19 environment, people may think this isn’t a great statement to make: having safety makes sense. In the safety profession, the following question has always been a challenge: “Why safety?”
There are many reasons why organizations embrace safety, such as complying with OSHA regulations, minimizing the impact of insurance rates, reducing injuries, or minimizing risk exposures. And on the surface, it appears that most companies pay attention to safety to avoid something: recurrence of a recent serious injury; OSHA penalties; high insurance rates. While all of these are good reasons, these actions are reactions: in each case safety isn’t planned, it’s a reaction to something that happens.
In the past, the assumed answer is “because it’s required;” however, today we see safety is all about creating confidence: confidence that our food supply is safe, confidence that our workplaces are safe to work in, and confidence that it’s safe for customers to return. And that confidence comes with success. A safe environment allows customers to feel confident to visit and buy from you, talent to seek employment at your organization and remain, and stability for the organization. Over 30 years of experience has shown that to build this confidence, businesses must follow five steps to embrace safety.
5 Basic Steps to Embrace Safety
Ask yourself “What is of risk to the organization, and how can I possibly control it?” You’d be amazed at all the wasted effort you’ll find if you spend a little time asking these questions. Knowing these risks helps you know how to address them.
OSHA lists absenteeism, change in commerce patterns, and interrupted supply chain are potential risks to businesses from the COVID-19 pandemic. And, if we are to assess for risk, OSHA’s assessment for risk fall into three major categories:
Job duties involving close (within 6 feet), frequent contact with the public, customers or workers, especially contact with infected people or other sources of the virus.
Social conditions in the population area have ongoing transmission.
Traveling to areas that are highly affected by COVID-19.
Considerations would be given to proximity (closeness to others); frequently touched surfaces that may be found in a common area such as a lobby, customer waiting room, breakrooms, restrooms, and time clocks; and layouts such as open spaced work areas and airflow.
Once you know risks you need to address, you can know how you’re going to control them, and you’ll want to put them into a written process. OSHA has outlined a process to reduce exposure risk for employees by addressing both workplace-specific and non-occupational risk factors to determine the best prevention measures for your operation. As always, ensure you are following federal, state, local, tribal and/or territorial recommendations
Applying this to the COVID-19 situation, capturing the efforts you make into a plan ensures your efforts are on track and documented, and that they are working well. The key is to ensure everyone knows who is going to do what by when. Elements of a process would include the following:
Expectations, Better Practices, Application
Responsibilities / Roles
Lists who is responsible for what by when
Who can access the facility / job-site / when (i.e., employees, contractors, visitors), working from home, screenings, PPE and distancing expectations, etc.
How is this done, frequency, what surfaces (hard vs. porous), post-COVID suspected or confirmed, etc.
Social distancing, PPE, washing / sanitizing, staggered shifts and breaks, etc.
If necessary / approved, precautions to take, etc.
Carpooling / Vanpooling / Ridesharing
If necessary, cleaning and disinfecting after each ride, self-screening, barriers / PPE, ventilation
Items the company will provide to employees, customers (within its ability)
For confidence on cleaning, following suspected / confirmed COVID cases, etc.
Educating and including your people in the process, including the risks being controlled and why, will help them engage and contribute to the success, making it more valuable.
Applying this to the COVID-19 situation, education would cover the following elements at a minimum:
What COVID is and How it Transmits: this provides the “why” we are doing what we’re doing.
What to do:
Cover coughs and sneezes
Wear face coverings
Stay home if sick / exposure
What’s changed in the workplace
Your program / what’s expected
Implement the process and watch it take off. For the current COVID-19 pandemic, the Centers for Disease Control (CDC) and OSHA suggest implementing frequent handwashing and shifting policies or practices to include more flexible worksites and work hours. Workplace changes such as workstation distancing or use of barriers, and one single point for entry and a separate single point for exit are also some ideas to consider COVID prevention.
Not everything will be perfect the first time: if something goes wrong, investigate to find out why, then make a change to improve the process.
OSHA uses the following investigation technique for a COVID situation to determine if it is possibly work related or not.
COVID-19 case is likely work-related if:
Several cases develop among workers who work closely together
Contracted shortly after lengthy, close exposure to customer or coworker who has a confirmed case of COVID-19
Job duties include frequent, close exposure to the general public in a locality with ongoing community transmission
COVID-19 case is likely NOT work-related if:
The person is the only worker to contract COVID-19 in vicinity and job duties do not include having frequent contact with the general public, regardless of the rate of community spread.
Outside the workplace, the worker closely and frequently associates with someone who (1) has COVID-19; (2) is not a coworker, and (3) exposes the employee during period in which the individual is likely infectious
The answers to the investigation would trigger immediate actions to do with regard to communication, quarantining and cleaning, and how the process can be improved, if needed.
For additional resources regarding COVID, visit the following links:
These five simple steps will create the confidence needed for success. Contact a safety professional to provide you guidance and support.
About the Author: James Boretti is the President and founder of Boretti, Inc. James has over thirty years of environmental, health and safety management and consultation experience. He is a Certified Safety Professional, a prestigious designation he has held for over 25 years. You can contact him at (559) 372-7545 or firstname.lastname@example.org.
It’s an exciting time at VOLT Institute. Two years of planning for scaled-out manufacturing training is finally coming to fruition. New equipment is arriving and being assembled. Additional instructors are coming onboard. Guided by an advisory board comprised of local employers, the organization seeks to adjust and move forward quickly. This includes changes to allow for operations amidst a global pandemic.
While the debates over masks, indoor dining, and county-specific guidelines continue, VOLT Institute never missed a beat. VOLT staff developed and implemented a comprehensive plan to keep students engaged and progressing toward in-demand careers in manufacturing with higher wages and job security. When school closures began in late March, VOLT had remote learning in place and students transitioned seamlessly. By April, other VOLT Institute training opportunities also moved into the virtual realm.
The Supervisor Development Academy operated in partnership with Ag Safe began meeting online with workshops adjusted to two hour time blocks instead of four. Admittedly, there were concerns that this training for frontline supervisors to tackle real world situations while managing teams would not be as effective in a virtual space, but Ag Safe trainer Angelina Ceja reported that feedback from participants in this workshop remains positive. Volt’s Supervisor Development Academy gives supervisors a foundation to develop skills essential to furthering their personal and organizational success. The program addresses leadership, communication, conflict resolution, planning, and team building with an emphasis on building peer-to-peer relationships.
VOLT Institute’s popular efficiency training, Career Accelerator Program (CAP), taught by Beaudette Consulting INC. was made available remotely as well. This valuable curriculum focuses on organizational change management, continuous improvement, employee engagement, process improvement, and critical thinking problem solving are the “soft skill” training industry demands. Student survey results indicated that the length of time for each of the online training sessions was appropriate and engaging and either met or exceeded expectations.
VOLT Institute campus reopened June 15 it was with strict COVID-19 protocols in place including mandatory wearing of masks. To ensure social distancing, students comfortable returning to the downtown Modesto campus continued their training on campus by appointment. One-on-one instruction is being offered by VOLT instructors to help students make up time lost during the mandatory shutdown.
Through it all, VOLT administration continues developing new partnerships with regional manufacturers such as the new internship program with Flowers Baking Co. This partnership gives VOLT students an opportunity to receive valuable work experience. Recently, two VOLT graduates have been accepted into E. & J. Gallo Winery’s maintenance apprenticeship program. Other VOLT graduates have started new careers in manufacturing at California’s oldest family-owned dairy, Crystal Creamery and the world’s largest plastic pipe manufacturer, JM Eagle. Reports from VOLT alumni about promotions and wage increases are too numerous to list but VOLT is especially proud of its 96% job placement rate.
VOLT also partnered with Valley First Credit Union to provide loans to students. This allows students looking to improve their long-term wage outcomes to apply for funding with most payments deferrable until the program is complete. The application process is online and very user-friendly. In addition, students get to participate in financial wellness training. Before the availability of the loan program, some potential students were deterred by the cost, which is low compared to similar programs of VOLT’s caliber but still represented a modest financial investment.
VOLT’s Senior Leadership Series in partnership with Next Gear Consulting is back. The series is designed to teach top level manufacturing and other executives important skills in strategic planning, building a positive company culture and leadership. Taught by Kristi Marsella, CEO of Next Gear Consulting, and former VP of Human Resources at G3 and E. & J. Gallo Winery, this series is a great opportunity to improve leadership skills.
One of the most in demand technical skills for plant maintenance mechanics to have as the fourth industrial revolution progresses is a solid understanding of the internet of things. The implementation of complex automation has become the standard throughout industry. VOLT Institute’s partnership with Automation Group to teach both introductory and intermediate Programmable Logic Controls (PLC) courses as part of the award-winning industrial maintenance mechanics programs in a 20-hour boot camps are efficient and helpful for participants. Three boot camps are being offered for the summer session through August and September with assistance from California Manufacturing Technology Consulting (CMTC). Reduced student capacity for the training helps accommodate social distancing protocols.
As VOLT continues to receive deliveries from Amatrol, unpack and install new mechatronic, process control, and advanced electrical training equipment from the shipping crates, the vision first conceived three years ago starts to fall into place. Unskilled or semi-skilled workers have the opportunities to acquire the aptitude and the attitude to be competitive in a fast-paced manufacturing environment. They can earn higher wages with job security while fueling a vibrant, healthy economy in the Central Valley Region by strengthening each company’s most valuable asset: their people. All this happens while simultaneously hearing the voices from the advisory board and responding to the needs of investor partners in a rapidly evolving manufacturing industry. Training in electro-mechanical work with advanced programmable logic controls experience and access to nationally-recognized certifications such as National Institute for Metalworking Skills (NIMS) coupled with the new technology training are a pathway for long term sustainability for California’s Central Valley manufacturing industry.
In the midst of a global pandemic, one thing stands out. Strategic planning is how to move forward. The ability to be nimble is a key component to the success of any strategic plan. If the plan doesn’t work, change the plan, not the goal. VOLT Institute is proud to be part of the solution for California’s Central Valley manufacturing industry. Higher wages and job security are very good ways to attract new talent to the California manufacturing industry and grow quality of life for those already living in the area. Whether the talent is new to the area or locals with deep roots one thing is certain: VOLT will continue to thrive and provide the quality of training everyone in the area deserves.