If You Want to Improve Anything or Everything, Start with E - PowerPoint Presentation

Slide1

If You Want to Improve Anything or Everything, Start with Employee SafetyJoe Caracci and Gary Johnson P: 717-645-8381E: jcaracci@monarchriskmanagement.comwww.monarchriskmanagement.com Slide2

Health care is one of the most hazardous jobs in AmericaMore employees are injured in health care than manufacturing or construction.Slide3

OSHA has aNational Emphasis Program for Nursing and Residential Care FacilitiesCiting facilities for serious violation of OSHA’s “General duty clause”citing facilities for:Allowing employees to perform lifting, transferring, repositioning and assisted ambulation tasks that may cause musculoskeletal disorders. 

OSHA wants organizations to have NO LIFT Policies and better resident assessments and staff communicationSlide4

Prior Average = $539,065 (Total WC Losses) Example of a Safety Culture

T

ransformationSlide5

Prior Average = $539,065 VS Post Average = $47,650 (Total WC $)It’s not unusual to see results like this. IF the organization is ready to EMBRACE a safety culture transformation

E

xample of a Safety Culture

T

ransformationSlide6

EVERYONE should know Workers’ Compensation is NOT

insurance. Not like Health, Auto

or any other “Shared Risk”. Slide7

Lacerated finger

.

Occ Med Clinic $175

Indirect costs: (

Average = X $4.50

)

Wages

Transportation

Overtime

Decreased productivity

Damaged

products

E

mployees assist

E

mployees gossipFollow up visits Investigation and reports Indirect costs - $787TOTAL = $962

$

175

For every $1 spent on injury, additional $3 - $54 is wasted in time & opportunities (National Safety Council Statistics)

$787Slide8

If Work Comp is not insurance what is it?Who has the greatest incentive to reduce losses?How do you fix this?Slide9

Effective Risk Mitigation StrategiesPost Offer / Pre Placement Functional Capacity ScreeningsRobust Transitional Return To Work PolicyUse Panel Providers (If your state permits)Close Relationship with an Occupational Medical Doctor

Constant Communication with Claims Managers

Have Supervisors Conduct Thorough Investigations

Track Injuries by Department

Keep

Y

our Eye on Employees with More than One

I

ncident

Use Independent Safety Audits

Independent Incident Investigations

Treat Everyone with Dignity and RespectSlide10

National Safety

Council says it

t

akes 2

to 5 Years to Change The Culture of an

Organization

160

Ton Flywheel

Flywheel Principal from “Good to Great” by Jim

Collins

The four pillars of the NSC Journey to Safety Excellence philosophy are:

1. Leadership

and Employee Engagement

2. Safety

Management Systems (Establish Policies)

3. Hazard

Identification/ Risk Reduction (Recognize Hazards)

4. Performance

Measurement (Measure Progress)Slide11

The Next Step in Risk ManagementObservations after conducting over 1,000 department audits and interviewing more than 10,000 injured employees:Departments where supervisors have great relationships with their employees have fewer deficiencies and fewer injuries.Employees rank “Relationship with Supervisor” as one of the top reasons they leave their job.According to 2015 Gallup Poll: Only about 30% of employees in the United States are engaged in their Jobs.Slide12

Nurse and Aide relationship is critical to Resident And Employee safety:“Haven’t you ever taken a resident to the bathroom with an IV before?”Example 1: Employee’s FeelingExample 2: Employee/Resident SafetyExample 3: Resident’s ViewSlide13

How does a safety culture influence: Quality of Care? Survey Results?5 Star Rating?Finances related to associated costs?Slide14

Nobody likes to be made to feel stupidSlide15

What Might an Engaged Relationship Look Like?Healthy RelationshipCollaborationAlways EventsCare for staff, they will care for your business

What we learned from Caregivers

.

They desire:Slide16

Safety Culture Change Principles:Listen – ensure every voice is heardIndividuals are the heart and soul of a community Together define a vision and establish

goals for

a profound

and sustainable change

Stay

focused on

culture, start with

the relationship

between supervisors and direct care

staff Slide17

Listening to Senior Team

The How – Step 1Slide18

What Does an Ideal Leader Look Like?Education and TeachingTie in Core ValuesMission Vision and StrategyCrucial Conversations

Ownership

On-Boarding

Customer ServiceSlide19

Front Line Leader ContdProblem SolvingCritical Thinking SkillsMaking DecisionsTaking ActionObservation Skills

Follow Through

Quality Method

ProactiveSlide20

Front Line Leader ContdInterpersonal SkillsStaff RecognitionKnowing EmployeeAware of Personality Type

Conversational

Dignity and Respect

Staff Satisfaction Surveys

Role Modeling/Character

AccessibilitySlide21

Listening to Senior Team

The How - Step 2

Listening to Leaders of Front Line StaffSlide22

Be availableExplain things wellNo question is stupidPatience, did not snap or be annoyedHelped as neededCaring, thorough listened and followed through

Approachable

What do Supervisory Staff look for in a leader?Slide23

Listening to Senior Team

Listening to Front Line Staff

The How – Step 3

Listening to Leaders of Front Line StaffSlide24

Had my backApproachableShe nurtured meDid not play favoritesDid not hide in the officeNever said,

I

don’t have time for

that

Constantly

encouraging and showing

appreciation

What do Front Line Staff look for in a leader?Slide25

Being a Champion

Showing

Respect

The How – Step 4

Leadership:

Interpersonal Skills

Specific SituationSlide26

Observations:Leaders of front line staff often do not consider themselves as leadersThey tend to not think of themselves as having a peer group to use for problem solving or other resourcesThey are incredible people often working through very trying situations with creativity and grace

They may be the best at answering vexing organizational questionsSlide27

Results of Engagement Project:Leaders of front line staff decided they would ALWAYS like to do three things for those they lead:AcknowledgeAppreciateCommunicate

90 staff members decided it would be helpful to produce a video with these principles.Slide28

Movie: How Does a Leader Make Others Feel?Slide29

How Does a Leader Make Others Feel?What did you see?How did you feel?What will you do differently?Slide30

Stay focused on culture, and start with the relationship between supervisors and employees Our Main PointSlide31

Things to think about:What’s your current safety culture like?Is there room for improvement?Questions?Joe Caracci, Founder & CEOMonarch Risk Management

P: 717-645-8381

E:

jcaracci@monarchriskmanagement.com

www.monarchriskmanagement.com