Conall

October 2020

By Madison Hanscom, PhD High turnover can be a safety concern. When there is a revolving door of employees coming in and out of the organization, this can create issues when it comes to sustaining a strong safety record. Because new employees come in without deep knowledge of the job, they are more likely to get into accidents. And it is not their fault — new hires are still gaining experience and training. You are only as good as the people on your job site, and if this is constantly changing, this can create safety boundaries. A small degree of turnover

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By Madison Hanscom, PhD Many in safety have seen it firsthand - high turnover can be a safety concern. When there is a revolving door of employees coming in and out of the organization, this can create issues when it comes to sustaining a strong safety record. Because new employees come in without deep knowledge of the job, they are more likely to get into accidents. And it is not their fault — new hires are still gaining experience and training. You are only as good as the people on your job site, and if this is constantly changing, this can

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By Madison Hanscom, PhD As companies plan and administer major changes or interventions to improve occupational health and safety, a participatory approach can very well determine success or failure. When employees are involved in the process, their voices shape the program into something that is a better fit for the people and the culture. There is no reason a group of leaders far removed from the average worker should be creating change initiatives in isolation. This can lead to a program that is out of touch with what is needed by the people, and it can also hurt buy-in and momentum.

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By Josh Williams, Ph.D. Forward thinking leaders are continually searching for ways to advance safety culture and prevent serious injuries and fatalities (SIFs). Several years ago, I published a book with Government Institutes entitled, “Keeping People Safe: The Human Dynamics of Injury Prevention.” The book was designed to be a user-friendly guide for leaders to improve safety culture and performance. Here are key takeaways from the book that may help your safety improvement efforts. Each of the five sections in Figure 1 will be detailed in this 5-part blog series. The first four focused on ways to improve safety leadership, systems,

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By Josh Williams, Ph.D. Forward thinking leaders are continually searching for ways to advance safety culture and prevent serious injuries and fatalities (SIFs). Several years ago, I published a book with Government Institutes entitled, “Keeping People Safe: The Human Dynamics of Injury Prevention.” The book was designed to be a user-friendly guide for leaders to improve safety culture and performance. Here are key takeaways from the book that may help your safety improvement efforts. Each of the five sections in Figure 1 will be detailed in this 5-part blog series, following with Behaviour.  Safety Behaviors Incidents and injuries often involve risky work practices

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By Madison Hanscom, PhD As discussed in Part 1 of this blog series, feedback is a central component to safety. Conversations about safety are what motivate your people, fuel their growth, guide them in the right direction, inform future behavior, clarify expectations, and help them to attain goals. Although most of us know this from experiencing it in the field firsthand, researchers have shown that safety feedback can save lives. Delivering effective feedback can feel elusive, so check out the second blog in this series to revisit the foundation for providing great safety feedback to your people Part 2. Finally, below

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