creating a culture - southdakotasafetycouncil.org · creating a culture 2 shared belief system of...

Creating a Culture

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Shared belief system of practices that integrate health and safety into business operations at every level of the organization

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Healthcare (Direct Costs)

Medical costs & Premiums

Indemnity

Disability payments (TTD, PPD)

Claims handling

Lost Productivity (Indirect Costs)

Equipment & materials damages

Productivity delays

Loss work time & Temp work

Retraining

OSHA fines

Morale & Customer relationships

Visible Costs

Non-Visible Costs

Indirect costs 2-3 times larger

CCH Survey, October 26, 2006; Loeppke, etal., JOEM, 2003.

Healthcare (Direct Costs)

Medical claims

Pharmaceutical

Lost Productivity (Indirect Costs)

Presenteeism

Short Term Disability

Long Term Disability

Absenteeism

Visible Costs

Non-Visible Costs

Indirect costs represent 2-3 times direct medical costsCCH Survey, October 26, 2006; Loeppke, etal., JOEM, 2003.

67%

33%

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▪ Workplace stress is as bad for your heart as smoking & high cholesterol

▪ Days TTD 285% higher for WC claims with multiple comorbidities and 274% for those with an addiction

▪ Total incurred costs increased 341% for claims with multiple comorbidities

JAMA, 2007; Harbor Health Systems 2016

Layered Impact

Burden ofWork-Related

Injury, Disease, Death

Economic losses

Loss of ability to perform family, social roles

Depression

Anxiety

Impaired relationships

Divorce

Direct medical costs

Vocational rehab expenses

Pensions and wage-replacement

Indirect costs (productivity): Production interruption, Accident investigation, Recruiting and training replacement

Percent of GDP

Higher consumer prices

Productivity

Loss of human capital

Work-related costs in private insurance

Burden of Occupational Injury & Illness

Dembe 2001, Schulte 2005, Leigh 2011, Takala et al. 2014

WORKER WORKER’SFAMILY

EMPLOYER SOCIETY

Disability

Economic loss Living and working with pain

Loss of contribution to community life

Loss of opportunities

Emotional impact

Factors relevant worker well-being

Whole New Burden…

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Capacity Burden

77%Stressed EE report high levels of fatigue

6 PACKFatigue impairs performance at or above legal blood alcohol limit

75% ER ranked stress and fatigue as top productivity concern

Johnson & Johnson Human Performance Institute 2018; Occup Environ Med. 2000 October; 57(10): 649–655.

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“Health Epidemic of the 21st Century”~ World Health Organization

90%All Dr. visits

root cause =

stress

74%Employees

experiencing

energy crisis

1:5Depressive

illnesses

JOEM 1998, Schwartz Energy Project, AHA 2016

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Change at Work ~ IBM Global Study, 2010

Size

1500+ CEO’s

60 countries

33 industries

Concerned…

Massive, rapid change

Global econ shifts

Disruption of tech

80%Expected it to get worse

50%Not prepared to cope

Greatest Needs:

Innovation/Creativity

Relationships

Dexterity/Adaptability

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And Home…

ResilienceA SAFETY LEADERSHIP DISCIPLINE

The acquired ability to

recover, adapt, and

grow from stress.

Whole-Person Safety

RESILIENCE

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Healthcare Staff Wellbeing, Burnout, and

Patient Safety: A Systematic Review

Healthcare Staff Wellbeing, Burnout, and Patient Safety: A Systematic Review, PLoS One. 2016; 11(7)

Poor wellbeing and moderate to high levels of burnout

are associated, in the majority of studies reviewed, with

poor patient safety outcomes such as medical errors.

This review illustrates the need for healthcare

organizations to consider improving employees’ mental

health as well as creating safer work environments

Well-Being: More than Medical Costs

22%

4%

74%

Employer Costs of Poor Employee Well-BeingDirect Medical Disability Productivity

National Business Coalition on Health, 200716

PURPOSE/CAREER

MENTAL/SOCIAL

PHYSICAL

FINANCIAL

COMMUNITY

Source: Rath & Harter (2010). Well-Being: The Five Essential Elements

These elements are the currency of a life

that matters.

Elements of Well-Being

Foundation of life’s performance

Well-being is about the combination of our love for

what we do each day, the quality of our relationships,

the security in our finances, the vibrancy of our

physical health, and the pride we take in what we

have contributed to our communities...

Synergy Creates ENERGY

Source: Rath & Harter (2010). Well-Being: The Five Essential Elements

Steve Byrum, The Judgement Index

Foundation of life’s performance

ENERGY

In safety, what do we get when employees have solid energy?

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At the crux of optimal

performance is energy…

CalmOptimisticChallengedEngagedInvigorated

CarefreePeacefulRelievedMellowReceptive

ExhaustedEmpty

DepressedSad

Hopeless

ImpatientIrritable

FrustratedAngry

DefensiveAnxious

SURVIVAL

BURNOUT

RENEWALSAFETY PERFORMAN

CE

PERFORMANCE

Can well-being, or energy, always be a factor to root cause?

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Fundamental Root Cause

1. Tasks/Methods

2. Material/Equipment/Supply

3. Work Environment

4. Personnel

5. Management System

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Personnel

• Follow procedures?

• Adequately trained?

• Can they physically do the work?

• Health status?

• Fatigued?

• High pressure?

Referral to well-being benefits

Temporary work modifications

Coaching conversation

Supervisor & Team support

Supervisor & Team training

ENERGY IS MULTI-DIMENSIONAL

We Develop

We Become

Extraordinary

Purpose~Spiritual

Community

Mental

Mental, Social, Financial

Physical

FORCE

FOCUS

QUALITY

QUANTITY

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Another twist…

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NOT FLUFF.PURPOSE/CAREER

MENTAL/SOCIAL

PHYSICAL

FINANCIAL

COMMUNITY

NOT FLUFF.

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1. How job is defined2. Work group environment3. Relationship with

supervisor!

Watson Wyatt (2012)

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What workers really want?

Perceive they are part of something

significant, with co-workers they

trust, and a supervisor they trust

and that cares about them. (J Applied Psych. 2002, Gallup 2000)

Relation-Based Safety

When employee engagement goes down, health risks and injuries go up

Leaders hold the 70% variance to employee engagement

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NOT FLUFF.

Rath & Harter, 2010; Gallup, 2015

Leadership & Culture Impact Energy

Engagement

Leadership

Energy

Culture

Climate

Engagement

Leadership

Energy

Visible Costs

Non-Visible Costs

Good culture = 5 x safer

Aloca

CONTEXTMINDSET – BEHAVIOR

CULTURE - STRUCTURE

1. Tasks/Methods

2. Material/Equipment/Supply

3. Work Environment

4. Personnel

5. Management System

Work Environment Team trust?

Team dynamics?

Conflict?

Culture? Vision, Values,

Mission, Stories, Language?

• Weather?

• Housekeeping?

• Noise?

• Light?

• Hot/cold?

CITY-WIDE

STRATEGY

CITY-WIDE

CULTURE

ALIGNED

SAFETY

EE OWNED

Management System Leadership?

Competencies, Guiding

Principles, Development

Integration? Systems

intertwine or established

touch-points

Talent Aquisition

• Procedures?

• Orientation?

• Enforcement?

• Adequate supervision?

• Hazard assessment?

• Maintenance?

• Action?

LEADERSHIP

MINDSET

FROI SUPPLEMENT

CONTEXT

Culture

Climate

Leadership

Engagement

Energy

Enterprise-Wide, Whole-Person Safety

NIOSH TOTAL WORKER HEALTH

JOEM

Expanding the Paradigm of

Occupational Safety and

Health: A New Framework

for Worker Well-Being

How do we integrate well-being into safety in a stronger way?

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Human energy is our most

precious resource

Whole-Person Safety