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By Propulo Consulting

By Dr. Josh Williams Leaders are ethically bound to provide a safe, secure work environment for employees. Consider these steps as we rebound into a new work reality: Provide more rotating and split shifts with onsite employees to minimize the number of people in a given space at any one time. This may include workplace re-designs to maximize social distancing. Clarify policies on social distancing, update requirements for cleaning/disinfecting work areas, increase housekeeping inspections, and reduce commonly shared items (work desks, writing instruments). Some organizations may even begin taking employees’ temperatures before, during, and after work until a vaccine is available. Policies should be

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By Madison Hanscom Safety climate is a shared perception that employees have regarding the relative importance of safe conduct in their workplace. This includes the procedures, policies, routines, and behaviors that get rewarded or the behaviors that are expected (1). It is widely understood there are a great deal of benefits associated with having a strong safety climate. A strong safety climate is associated with higher morale, less accidents, stronger safety motivation, more safety behaviors from employees, and so on (2,3). A less visible (yet still important) benefit of having a strong safety climate is the potential to protect workers and

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By Brie DeLisi and Propulo team While countries like China, Italy, and now the US are struggling to contain COVID-19 – there are other countries that immediately sprang into action to avoid transmission of the virus and economic disaster. Places like Singapore, Taiwan and South Korea all went through virus outbreaks with SARS and H1N1 Swine Flu, and took the lessons learned seriously. They created crisis response systems to ensure that if another virus were to come along, they would be prepared to take action immediately. There was no “we’ll wait and see if this gets to us” response – once they

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By Brie DeLisi Many companies are finding themselves making unexpected difficult decisions around their state of business and employee safety. Do I continue operations and potentially expose my employees to COVID-19? Do I shut down operations and risk going out of business? What other options do I have? Some of these decisions feel like a Catch-22 and no situation has an ideal result. Writing a list of pros vs cons may be helpful, but the main focus should be on long-term consequences. Many of us are concerned about short-term impacts, but reframing to long-term may make it more straightforward. Example Situation: I have a

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By Kyounghee Choi As you navigate through these uncertain times, there are no perfect guides or advisors given the unexpected and uncharted crisis. Successful leaders will need to continuously explore opportunities, try them and fast fail to maximize rapid learning cycles. As leaders digest massive amounts of information through various media sources to set the course for tomorrow, there is one critical challenge. As Art Buchwald, an American columnist once said, “Television has a real problem. They have no page two.” Leaders always think about page two, that is, what happens next and how to connect the dots to find your

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By Martin Royal In Part 1 of this blog series on training transfer, I introduced various strategies that trainees can adopt to help themselves apply what they learned in training to their work. In Part 2, I presented ideas that leaders can implement to improve the transfer of learning back into the workplace. In Part 3, we will explore the Structural dimensions of our Safe Production Model and how they apply to training transfer strategies. These structural dimensions are the physical or organizational elements of your workplace that encourage this work. The structural dimensions of your organization may include actual training transfer practices,

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