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Featured Insights

By Propulo Consulting

By Madison Hanscom, PhD An engaged workforce has strong, positive effects on safety. Engaged employees are more willing to go the extra mile and take pride in their work, so it should be a goal for leaders to create an environment for engagement in order to promote a safer workplace. Consider the following when developing your plan to promote employee engagement in a safety context: Help employees see the value in their work. When you help employees to see how their work connects to the bigger picture, this creates meaning. It is important to show workers how their role and safety connect to

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By Madison Hanscom, PhD Employees are engaged when they feel energized, dedicated to their job, and absorbed in their work (1). Engaged employees give companies a competitive advantage because they are willing to go the extra mile. Engagement researchers have found that employee engagement is associated with less burnout and absenteeism, higher job satisfaction, less turnover, stronger organizational commitment, better job performance, and an improved service climate (2). In addition to the organizational benefits, engaged employees experience health benefits such as lower levels of anxiety and depression, higher levels of perceived physical health, and quicker recovery time from work (3). Clearly, it

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By Josh Williams, Ph.D. Self-monitoring is a key factor affecting the human dynamics of occupational safety. It’s defined as one’s motivation and ability to interpret social cues from the environment and respond to those cues in a socially desirable way. Low self-monitors act similarly regardless of the occasion; high self-monitors alter their behavior effectively to fit the particular situation (Snyder, 1974). This has also been referred to as the “if-then behavioral signature” (Geller, 2008). In research tests, high self-monitors better understand subtle undercurrents in human interactions (Mill, 1984) and perform better on novel tasks (Haverkamp, 1999). They also become emergent leaders in

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By Dr. Madison Hanscom A company’s safety culture can be described by the collection of attitudes, beliefs, norms, and values surrounding safety and risks in an organization. It also indicates the extent to which the company values people above and beyond production. So, by definition, it is most certainly related. A company with a deeply embedded culture for safety will treat COVID-19 protections and conversations as important – just like any other component of safety like fall protection or chemical handling. Safety is safety. It’s hard to imagine a company with a mature, strong safety culture that is not responding well

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By Madison Hanscom, PhD It is common to assume that executives, CEOs, and highly successful entrepreneurs just ‘have it all’, but many of these individuals are silently suffering. Executives can have a lot on their plate. They might feel responsible for the ups and downs of employees. They might work long hours and feel pressure to make the company more successful. They also can feel very isolated, like they can’t be vulnerable without looking weak. Despite having a great deal of weight on their shoulders, it is important that leaders are doing well both psychologically and physically. When executives are doing well,

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By Madison Hanscom, PhD Employees want an active voice in your company, and leadership should be interested in what they have to say. The people are the culture, and it is in the best interest of leadership to know their perspective. Because it is often difficult to touch base with every employee, organizational surveys are a great way to listen more efficiently. Pulse surveys are brief, targeted feedback assessments that are administered frequently (e.g., quarterly, monthly) to gauge a variety of constructs like employee engagement, perceptions of change, or satisfaction with an initiative. To allow for speed and simplicity, pulse surveys usually

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