creating a culture - southdakotasafetycouncil.org · creating a culture 2 shared belief system of...
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Creating a Culture
2
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.
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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
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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
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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…
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ResilienceA SAFETY LEADERSHIP DISCIPLINE
The acquired ability to
recover, adapt, and
grow from stress.
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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
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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
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PURPOSE/CAREER
MENTAL/SOCIAL
PHYSICAL
FINANCIAL
COMMUNITY
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Source: Rath & Harter (2010). Well-Being: The Five Essential Elements
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These elements are the currency of a life
that matters.
Elements of Well-Being
Foundation of life’s performance
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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
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Steve Byrum, The Judgement Index
Foundation of life’s performance
ENERGY
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In safety, what do we get when employees have solid energy?
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At the crux of optimal
performance is energy…
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CalmOptimisticChallengedEngagedInvigorated
CarefreePeacefulRelievedMellowReceptive
ExhaustedEmpty
DepressedSad
Hopeless
ImpatientIrritable
FrustratedAngry
DefensiveAnxious
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SURVIVAL
BURNOUT
RENEWALSAFETY PERFORMAN
CE
PERFORMANCE
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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
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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
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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
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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
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Engagement
Leadership
Energy
Culture
Climate
Engagement
Leadership
Energy
Visible Costs
Non-Visible Costs
Good culture = 5 x safer
Aloca
CONTEXTMINDSET – BEHAVIOR
CULTURE - STRUCTURE
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1. Tasks/Methods
2. Material/Equipment/Supply
3. Work Environment
4. Personnel
5. Management System
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Work Environment Team trust?
Team dynamics?
Conflict?
Culture? Vision, Values,
Mission, Stories, Language?
• Weather?
• Housekeeping?
• Noise?
• Light?
• Hot/cold?
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CITY-WIDE
STRATEGY
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CITY-WIDE
CULTURE
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ALIGNED
SAFETY
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EE OWNED
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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?
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LEADERSHIP
MINDSET
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FROI SUPPLEMENT
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CONTEXT
Culture
Climate
Leadership
Engagement
Energy
Enterprise-Wide, Whole-Person Safety
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NIOSH TOTAL WORKER HEALTH
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JOEM
Expanding the Paradigm of
Occupational Safety and
Health: A New Framework
for Worker Well-Being
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How do we integrate well-being into safety in a stronger way?
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Human energy is our most
precious resource
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Whole-Person Safety