OHS trends related to the young and mature workforce

demographics

Tourism & Hospitality Industry OHS Summit

Kymm Ducharme/Helen Chandler

Aug 21/2014

Agenda

Trends

Workers – myths and facts for different age groups

Different age groups – different risks

Reducing Time Loss Injuries and Improving Recovery Time

Demographics in Hospitality

Injuries by Age Range – 25 and under (2009 – 2013)

Accident Type Count Percent

Struck By 1,795 27.3%

Exposure to heat/cold 1,001 15.2%

Fall on same level 885 13.5%

Overexertion 873 13.3%

Struck Against 722 11%

Fall from elevation 407 6.2%

Other bodily motion 348 5.3%

Exposure to toxic substance 118 1.8%

Caught in 93 1.4%

Acts of violence 92 1.4%

Injuries by Age Range – 55+

Accident Type Count Percentage

Fall on same level 824 25.5%

Overexertion 823 25.5%

Struck by 412 12.7%

Fall from elevation 329 10.2%

Other bodily motion 241 7.5%

Struck against 213 6.6%

Exposure to heat/cold 104 3.2%

Repetitive Motion 65 2.1%

Caught in 53 1.6%

Exposure to toxic substances

52 1.6%

Claims & Claims CostsYoung workers

2009 2010 2011 2012 2013

6 Month Truncated Duration

16 19 16 18 17

Total number of claims

1,325 1,191 1,313 1,334 1,285

Total work days lost

25,874 28,077 25,601 26,981 25,433

Older Workers

2009 2010 2011 2012 2013

6 Month Truncated

40 44 45 42 42

Total number of claims

565 617 618 690 626

Total work days lost

34,834 33,729 37,748 38,493 34,577

Changing Demographics

Increasing Life Expectancy

Canadianbusiness.com

Myths Facts

•Mature workers are sick more often

•Mature workers quit more often

•Older workers are less capable of evaluating information, making decisions and solving problems

• Workers over the age of 45 have a lower rate of “sick time” than workers between the ages of 17-44 years

•Mature workers have an 88 percent lower turnover rate than younger workers, and stay on the job twice as long as workers between the ages of 25-34.

•Time has forced older workersto successfully evaluate more information, solve tougher problems and make more critical job related decisions than most younger workers; older workers tend to be more capable, make better decisions, and take less risks than younger workers

Aging Workers

Myths Facts

•Mature workers are rigid and inflexible and have trouble adapting to change

•Mature workers have poor memories

•Mature workers are less competent

•Mature workers have had to accept job related changes such as new co-workers, new supervisors, increased workloads, new technologies and new pay scales throughout their working life. 85% of employers say older workers are open to, and adapt to change very well

•Age is not directly linked to memory. Factors that affect memory are consistent through the lifespan, including poor nutrition, emotional upsets, poor health and depression

•In an Australian survey, 68% of employers reported that mature workers are more reliable, 69% said they have a better work ethic, and 77% said mature workers are more committed to the work

Changes Associated with Aging Changes What employers can do

Bones become brittle and cartilage becomes soft putting aging workers at a great risk of injury from a fall

Ensure you have a good fall prevention strategy ie. Mark risers on stairs, provide anti-slip flooring, eliminate slip and trip hazards

Reduced flexibility and strength may impact the ability to handle heavy tasks or may result in earlier fatigue

Reduce or eliminate the need for physical strength and endurance. Reduce the weight of items being handled, provide opportunities for part time

Slowed Reaction time Conduct ergonomic risk assessments to reduces risks. Consider implementing exercise and healthy living programs.

Coordination and balance decrease increasing the chance of a fall

Use contrasting signage, appropriate lighting, handrails on stairs

Loss of hearing may not hear alarms or instructions

Increase volume, use high signage for instructions

Reduced vision Increase print size and contrast. Provide adequate lighting

Young workers

Myths

Take more risks

Are over eager

Have an inflated sense of Invincibility

Are to blame for their injuries

Fact

Job and workplace factors -- working with more hazards, more physical tasks, newness on the job, lack of training and supervision -- are more directly attributable to young worker injuries.

Young Workers What Should Employers Do?Ensure that young (and new) workers receive orientation and training before starting work (see Reg 3.23)Supervise and observe young and new workers closely. If they are not working safely, retrain if requested (see Reg. 3.24)Provide ongoing supervision, consider a mentorship program.Eliminate or at least reduce hazardsEncourage young workers to participate in workplace health and safetyEncourage questions.Training: demonstrate, repeat, repeat, repeat!

Young Worker Resources:http://worksafebc.com/YoungWorker

Young Workers What Should Employers Do?Ensure that young (and new) workers receive orientation and training before starting work (see Reg 3.23)Supervise and observe young and new workers closely. If they are not working safely, retrain if requested (see Reg. 3.24)Provide ongoing supervision, consider a mentorship program.Eliminate or at least reduce hazardsEncourage young workers to participate in workplace health and safetyEncourage questions.Training: demonstrate, repeat, repeat, repeat!

Young Worker Resources:http://worksafebc.com/YoungWorker

How do you reduce claims costs and reduce labor costs and assist your injured workers to heal twice as fast?

Injured Worker Profile Young workers

2009 2010 2011 2012 2013

6 Month Truncated Duration

16 19 16 18 17

Total number of claims

1,325 1,191 1,313 1,334 1,285

Total work days lost

25,874 28,077 25,601 26,981 25,433

Older Workers

2009 2010 2011 2012 2013

6 Month Truncated

40 44 45 42 42

Total number of claims

565 617 618 690 626

Total work days lost

34,834 33,729 37,748 38,493 34,577

Recover at Work Helps the injured worker recover more rapidly and more

completely

Reduces financial uncertainty for the injured worker and their family

Keeps the injured worker involved in the workplace

Facilitates early intervention, and avoids unnecessary absenteeism or recovery delays

Helps maintain a positive workplace connection for the injured worker

What the Research Indicates

Weeks of DisabilitySource: 1995 The Guilford Group Ltd.

19

0

20

40

60

80

100

120

0 4 8 12 16 20 24 28 32 36 40 44 48 52

Perc

ent (

%) C

hanc

e O

f Ret

urn

Disabled workers off work 12 weeks or more have only a 50% or less chance of ever returning to work.

www.worksafebc.com

20

Monitoring the Progress of Modified Duties

Monitoring and revising accommodation/return-to-work plans in cooperation with the employee to respond to changing employee and operational needs

Advising accommodated employees as early as possible about upcoming operational changes that may cause the employee to need new or different accommodation

Addressing co-worker cooperation issues throughout the employment accommodation process

Despite your best efforts for accommodation, if the employees are incapable of performing the essential duties of the accommodated position you must:

• notify the appropriate department (HR/Management)

• advise of benefits entitlements in a timely manner

• put forward for reassignment to another position, when appropriate

• maintaining contact with your employee, to communicate concern for the employee’s health, obtain information about expected return-to-work date and anticipated accommodation needs, and prepare for his/her timely and safe return

Refusal of Modified Duties

Workers are expected to participate fully in their rehabilitation programs and failure to do so may result in the suspension or reduction of wage loss benefits.

Once it has been determined that the return-to-work plan is appropriate, the injured worker has a responsibility to carry out the plan.

QUESTIONS?