Page 55 - OHS, June 2020

of onsite personnel is reduced. With this comes the potential for increased workplace stress and injuries.
The COVID-19 pandemic adds a new layer of challenges, causing us to think about safety and wellness as one concern— one that equally emphasizes safe and healthy behaviors at work and at home. Just as the purpose of any safety initiative is to drive and reinforce safe behaviors so that the employee can re- turn home to the family at the end of work, the reverse is just as important.
Behaviors critical to reducing exposure are important, whether at work or at home, so stressing these behaviors be- comes paramount. Social distancing and hygiene behaviors like those recommended by the CDC can be enforced at work, but employees may behave differently when away.
The CDC recommends the following behaviors to curtail ex- posure to COVID-19:
■ Practice social distancing as much as possible (maintain six feet separation)
■ Wash hands frequently with soap and warm water (20 seconds minimum)
■ Use hand sanitizer when unable to wash hands
■ Avoid touching your face (eyes, nose, mouth)
■ Minimize personal interaction
■ Do not shake hands or hug
■ Common areas should be frequently cleaned and dis- infected
■ Practice healthy respiratory hygiene—cover sneezing and coughing and discard tissue immediately
■ Self-quarantine if felling sick or if exposed to COVID-19
Message frequency and consistency will compound effec- tiveness, so use all means possible to communicate with your remote and onsite associates. If your business is in the service sector and your employees have contact with customers or patrons, this is even more critical due to an increased poten- tial for exposure.
One Becomes Two
While a unified (work and away) strategy is important for in- creasing engagement and driving safe behaviors, there is also an important two-dimensional aspect to consider. The first is your current safety and wellness program (in place prior to the COVID-19 outbreak). Safety goals and objectives have not been suspended because of the pandemic and are just as critical today as before. Emphasis on those goals must be maintained through all circumstances, and this is made more difficult by a dispersed workforce. The second is the new COVID-19 related require- ments which must also be emphasized and enforced.
Angelica Grindle, Ph.D. provides a perfect example in an article for foodsafetytech.com titled, “Control Exposure to COVID-19.”
“Safety is defined as controlling exposure for self and others. Going into 2020, the food industry battled safety concerns such as slips and falls, knife cuts, soft-tissue injuries, etc.,” Grindle said. “As an ‘essential industry,’ food-related organizations now
face a unique challenge in controlling exposure to COVID-19. Not only must they keep their facilities clean and employees safe, they must also ensure that they do not create additional expo- sures for their suppliers or customers.”
Grindle goes on to mention that these challenges increase while employees may be distracted by stress, financial uncer- tainty, job insecurity and health concerns for themselves and their families. These new factors are true for the food industry and others, too.
Looking to the Future
One of the most effective ways to maximize employee safety and wellness initiatives is to utilize a behavior-based safety process as part of a comprehensive employee recognition program. These programs provide a central point for establishing, reinforcing and communicating core values, goals and objectives.
Research has consistently shown a positive, progressive link between employee recognition, employee engagement and com- pany performance. Such programs should be designed to sup- port, reinforce and amplify current (and new) policies, proce- dures and core values.
Several elements are critical for success:
■ clearly defined and communicated policies and procedures ■ safety guidelines by job type and responsibility
■ clear procedures for reporting near misses, unsafe condi-
tions or conduct
■ the means to develop solutions to workplace hazards
■ safety gear and established policies and procedures for
its use
■ safe operating guidelines and procedures for equipment
and vehicles
Communicating core values is essential, especially for today’s
workforce in today’s pandemic. According to Glassdoor, culture and values are the top considerations in what matters most to employees. In fact, 65 percent of millennials consider culture before salary when it comes to job satisfaction, and 52 percent of those of 45 years or older feel the same way. A comprehensive employee safety and recognition program is a powerful vehicle that can deliver and sustain that message.
Finally, clients who have invested in a behavior-based, com- prehensive employee safety and recognition program are able to use them very effectively in providing much-needed appre- ciation and positive reinforcement to their employees and their families. These programs are proving their worth in the current crisis and will continue to play a vital role when the economy and social conditions are healthy again.
While the only way to the other side of this crisis is through it, we can (and must) be practical in the present, consistent in our message and focused on the future.
Brant Dolan, CPIM, is the director of Quality Incentive Company, Incentive & Engagement Solution Providers (IESP), a Strategic Industry Group of the Incentive Marketing Association (IMA).
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