When Employees Change

The change may be related to temporary or chronic medical issues, a partial disability, family responsibilities and/or crisis and other personal problems, alcohol or drug abuse, aging, or the employee s response to workplace changes. An analysis of this change, followed by physical and/or administrative accommodations to ensure safe continued performance, sometimes may be appropriate— for example, when an incident affects an employee s ability to function. At other times, a less formal response may be more suitable [2]. 

Workplace hazards do not exist in a vacuum. The human element is always present, and the human condition is a source of change that you must understand. An effective manager is sensitive to these changes and their potential effect on the safety of the individual and the company as a whole [2]. 

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Using agreements to prevent employees who are exposed to trade secrets from disclosing this information if or when they change employment. 

The threats are internal, not external, and can play havoc with systems, like when a disgruntled employee changes a process recipe, says Marsh s Smith. 

The accrued benefits of an employee can be transferred to another scheme when the employee changes j obs. The MPF legislation has prescribed 65 as the retirement age. Scheme members who have attained age 65 may withdraw the benefits accrued from mandatory contributions in their MPF schemes in the form of a lump sum. 

The proactive activities required by the safety system change the way safety is traditionally viewed and managed. Once employees see that effort is directed into proactive activities, and that the sole focus of safety is not them and the injury rate, they feel confident to become a part of the process. Getting employees on board is a major change in safety culture, and normally one of the biggest hurdles to overcome. When employees see that the executive has signed a safety policy, meets monthly to direct the safety of the workplace, appoints employees as health and safety representatives, does plant inspections, and has safety as part of its personal key performance areas, then they know that safety is part and parcel of the organization, and that is an indication of a positive safety culture. 

When employees feel excluded (or even included) based upon characteristics that they cannot change (regardless of which characteristics those are), it is difficult to create an inclusive culture. However, when rewards and recognition were perceived as fair, they educed an enhanced sense of inclusion in many organizational members. Many perceived getting rewards and recognition as confirmation that good work is fairly rewarded. Consider this Big Store salesman s most inclusive career moment. 

Encyclopedia Britannica experienced a serious product-tampering incident when a discharged employee changed all references of Allah to Jesus. Thousands of copies were printed before the change was discovered. 

A similar measure (per 100000) is used by the HSC in its annual report on national accident statistics and enables comparisons to be made within an organization between time periods when employee numbers may change. It also allows comparisons to be made with the national occupational or industrial group relevant to the organization. 

When employees are required to change from street clothing into protective clothing, is a clean... 

When Employee rescue service personnel have to perform practice rescues at least annually All employees who have permit-required confined space duties have to be trained o initially o when an employee s duties change o when hazards in the space change o when there are deviations from the permit space entry procedures o when the employee s knowledge of entry procedures are inadequate... 

The shift in how paradigm is commonly defined does contain an important lesson. When we adopt and use new definitions, our mindset or perception changes. In other words, as I indicated in the previous chapter, we act ourselves into a new way of thinking or perceiving. This is a primary theme of this book. When employees get involved in more effective procedures to control safety, they develop a more constructive and optimistic attitude toward safety and the achievement of a Total Safety Culture. Let us consider the shifts in principles, procedures, beliefs, attitudes, or perceptions needed for the three new Es—ergonomics, empowerment, and evaluation—and for achieving a Total Safety Culture. 

When does a container change from a portable to secondary container (When employee loses control)... 

It is often important in practice to know when a process has changed sufficiently so that steps may be taken to remedy the situation. Such problems arise in quality control where one must, often quickly, decide whether observed changes are due to simple chance fluctuations or to actual changes in the amount of a constituent in successive production lots, mistakes of employees, etc. Control charts provide a useful and simple method for dealing with such problems. 

Labor Expenses. In the majority of situations, projects will cause a company s labor requirements to change. This change could be a positive effect that increases available productive time, or there could be a decrease in employees production time depending upon the practice. When computing labor expenses, the Tier 1 costs could be significant. Labor expense calculations can be simplistic or comprehensive. The most direct and basic approach is to multiply the wage rate by the hours of labor. More comprehensive calculations include the associated costs of payroll taxes, administration, and benefits. Many companies routinely track these costs and establish an internal burdened labor rate to use in financial analysis. 

Lessons Learned. It s very early in the game to make predictions about what changes may be needed as a result of the Manwood test. However, there are already some useful insights that the Task Force expects to factor into the PSM installation plan for the division. These include 1) We need to be very clear in introducing PSM to our employees, and take time to answer their questions. Orientation meetings should be at least 90 minutes, not the one hour we had scheduled. 2) Getting valid feedback takes some effort personnel need to know we mean it when we say we want constructive criticism. 3) Close collaboration between the Task Force and the facility manager is absolutely vital. 

Figures 3.1 and 3.2 provide you with a visual model of how processes and outcomes differ between supported and unsupported change. When a company s leadership supports employees during transformations through, e.g. offering mentoring, employee reactions to change are more productive and acceptance occurs sooner and will also be more profound.

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