By: Safety.blr.com
Both the law and sound business practice compel you to look beyond specific regulations to assess safety training needs and to plan for effective training.
Before you can roll out a successful safety training program, you have to assess training needs and plan for effective training.
Fail to identify needs, and training will miss the target. As a result, the workplace might not be any safer for all the expense and effort.
Fail to plan training so that it comes at just the right time, in just the right amount, and in just the right form, and the result will be disappointing, too.
Assessment
Training assessment in the safety field means several things:
• Needs assessment. What types of training are specifically required by OSHA? What additional training is necessary for a safe and healthful workplace? What do job hazard analyses, incident reports, etc. tell you about training needs? Who must know what about what?
• Learning assessment. How will you know after training whether the training was successful? How will you be able to assure that workers understand what they must do and how to do it?
• Instruction/program assessment. How do you evaluate the success of specific instructional modules and of your overall safety training program? How do you identify necessary improvements? How do you implement changes?
Planning
Planning always follows assessment, and its key elements include:
• Goals and objectives. What do you want your training to accomplish? How will you know when you've achieved it? How will you measure the results of your training?
• Delivery/format. What's the best way to deliver training? Classroom? Demonstration? On-the-job? Self-paced? Computer-based? What's the best way to make training interactive to engage employees in the learning process? What's the best way to deal with language barriers or low skill levels?
• Schedules. When and how often is specific training needed? How can you arrange schedules to accommodate supervisors, employees, and production requirements?
• Written programs. Does regulatory compliance require a written program or policy? Do safety written programs require annual or periodic revision?
• Recordkeeping. What information about training do you need to record and retain? Are training records kept in an organized way that supports the program and meets compliance requirements?
• Trainers. Who will be responsible for training? Will trainers themselves need training in order to carry out training responsibilities successfully? What other resources will trainers need?
These are just some of the issues you must explore when assessing and planning safety training. Tomorrow, we'll talk more about assessment and planning, introducing safety training's seven deadly sins—and seven simple virtues.
Wednesday, November 3, 2010
Tuesday, November 2, 2010
Is It Time to Outsource Your HR?
By Toddi Gutner
Most small-business owners know the frustration of spending more time than they want or should on non-revenue-generating activities. From payroll and human resource management to benefits and compensation, entrepreneurs can spend up to 40 percent of their precious day engaged in these necessary but time-sucking tasks.
The answer for many growing companies may be to hire one of the 700 professional employer organizations (PEOs) in the U.S. These companies become the legal employer of your staff and handle all the payroll, benefits and HR functions.
“Most small businesses are under 25 employees, and that means the owner is the most productive, is critical to the success of the business, and has to get out there and generate sales and products,” says Milan Yager, president and CEO of the National Association of Professional Employer Organizations. When small businesses outsource non-core activities, “they can focus on the business of their business,” says Yager.
But when does it make sense to hire a PEO? While PEOs aren’t for every company, those that do use them can often offer better benefit packages and thus hire better talent, says Ed Vargas, senior vice president of health and benefits at Aon Consulting. “We help them set up a Fortune 500 package of benefits,” he says.
In assessing whether or not you should hire a PEO, there are several questions to consider before you make a decision:
- How big is your company? Expert opinion varies on how large a company should be before it hires a PEO. A general rule of thumb is “when administrative processes begin slowing down the productivity of the firm,” says Dan Sheridan, president and chief operating officer of Extensis, a PEO. While it is different for every company, “this typically occurs when a business reaches 10 to 15 employees a week,” says Sheridan.
Some PEOs won’t work with companies that have fewer than 10 employees. "Once a company gets very big, then it is easier to have an in-house HR department,” says Janis Sweeney, owner of National Employee Management Resources, a PEO. The sweet spot for a PEO, she says, is between 16 and 80 people. The composition of your workforce is also important. Companies that only offer insurance to a few key executives wouldn’t benefit from PEOs.
- How much does a PEO cost? Like all professional services, the way a PEO prices services varies depending on the company. Industry experts estimate that the cost ranges from about 2 percent to 11 percent of wages. Another way to look at the expense is per employee. With that measure, it would run between $500 and $1,500 per employee per year. For very small companies with only two to five employees, some PEOs might price their services at a flat fee of $150 per month.
On the flip side, it is important to try and estimate the total cost of your HR functions. Truth is, most businesses “have no idea what their true costs are, as they only think of wages but never add up all the other things,” says Yager.
- How much control do you want over your HR functions? A PEO acts as a business partner to the client company. If a business owner wants to control all aspects of a business and is not open to suggestions or following through on recommendations a PEO makes, then a PEO may not make sense, says Jim Thibodeau, president of StaffScapes Inc.
Businesses do lose a bit of flexibility in the coverage they can offer when they use a PEO. Related to the issue of control is the perception of your employees. “Employees are used to seeing [your business name] on the check,” and the PEO becomes the check signer, says Sweeney.
- What services do you need? “Picking the right PEO is of paramount importance,” says Sheridan. The PEO should be certified by the Employer Services Assurance Corporation, have experience in the client’s industry and cover that company’s territory, he says. Also bear in mind that some PEOs specialize in a Web-based high-tech approach, while others are focused on face-to-face support.
Remember — each PEO is different, and business owners would do well to read the fine print.
Toddi Gutner is an award-winning journalist, writer and editor and currently a contributing writer covering career management issues for The Wall Street Journal.
Most small-business owners know the frustration of spending more time than they want or should on non-revenue-generating activities. From payroll and human resource management to benefits and compensation, entrepreneurs can spend up to 40 percent of their precious day engaged in these necessary but time-sucking tasks.
The answer for many growing companies may be to hire one of the 700 professional employer organizations (PEOs) in the U.S. These companies become the legal employer of your staff and handle all the payroll, benefits and HR functions.
“Most small businesses are under 25 employees, and that means the owner is the most productive, is critical to the success of the business, and has to get out there and generate sales and products,” says Milan Yager, president and CEO of the National Association of Professional Employer Organizations. When small businesses outsource non-core activities, “they can focus on the business of their business,” says Yager.
But when does it make sense to hire a PEO? While PEOs aren’t for every company, those that do use them can often offer better benefit packages and thus hire better talent, says Ed Vargas, senior vice president of health and benefits at Aon Consulting. “We help them set up a Fortune 500 package of benefits,” he says.
In assessing whether or not you should hire a PEO, there are several questions to consider before you make a decision:
- How big is your company? Expert opinion varies on how large a company should be before it hires a PEO. A general rule of thumb is “when administrative processes begin slowing down the productivity of the firm,” says Dan Sheridan, president and chief operating officer of Extensis, a PEO. While it is different for every company, “this typically occurs when a business reaches 10 to 15 employees a week,” says Sheridan.
Some PEOs won’t work with companies that have fewer than 10 employees. "Once a company gets very big, then it is easier to have an in-house HR department,” says Janis Sweeney, owner of National Employee Management Resources, a PEO. The sweet spot for a PEO, she says, is between 16 and 80 people. The composition of your workforce is also important. Companies that only offer insurance to a few key executives wouldn’t benefit from PEOs.
- How much does a PEO cost? Like all professional services, the way a PEO prices services varies depending on the company. Industry experts estimate that the cost ranges from about 2 percent to 11 percent of wages. Another way to look at the expense is per employee. With that measure, it would run between $500 and $1,500 per employee per year. For very small companies with only two to five employees, some PEOs might price their services at a flat fee of $150 per month.
On the flip side, it is important to try and estimate the total cost of your HR functions. Truth is, most businesses “have no idea what their true costs are, as they only think of wages but never add up all the other things,” says Yager.
- How much control do you want over your HR functions? A PEO acts as a business partner to the client company. If a business owner wants to control all aspects of a business and is not open to suggestions or following through on recommendations a PEO makes, then a PEO may not make sense, says Jim Thibodeau, president of StaffScapes Inc.
Businesses do lose a bit of flexibility in the coverage they can offer when they use a PEO. Related to the issue of control is the perception of your employees. “Employees are used to seeing [your business name] on the check,” and the PEO becomes the check signer, says Sweeney.
- What services do you need? “Picking the right PEO is of paramount importance,” says Sheridan. The PEO should be certified by the Employer Services Assurance Corporation, have experience in the client’s industry and cover that company’s territory, he says. Also bear in mind that some PEOs specialize in a Web-based high-tech approach, while others are focused on face-to-face support.
Remember — each PEO is different, and business owners would do well to read the fine print.
Toddi Gutner is an award-winning journalist, writer and editor and currently a contributing writer covering career management issues for The Wall Street Journal.
Monday, November 1, 2010
Plan your day, without tying your hands
By: Business Management Daily
How often do you start the day with a to-do list? And how often does that list fly out the window by 10 a.m.?
The trouble is, says time management coach Patricia Hutchings, we don’t build enough flexibility into our calendars. With so many to-do’s and scheduled appointments, “things get out of hand,” she says.
She recommends balancing scheduled time and flexible time. It sounds simple, but it can be a challenge.
Here’s how to make it work for you:
1. Schedule 60% of your week on your calendar, and leave 40% open, Hutchings says.
What to schedule? Appointments and meetings, of course, making sure you add time on either side for preparation and follow-up. But also schedule tasks that you know need tackling by a certain deadline.
2. Keep appointments and scheduled time to a minimum on Mondays and Fridays. “Monday is typically a busy day because lots of things happen that you can’t anticipate,” says Hutchings. “Friday is a last-minute day, since people come to you with work due Monday.”
Thursday can be scheduled heaviest, since it’s the day with the least interruptions, generally.
3. Make your schedule visible, showing what weekly tasks you have and how you blocked out your time.
So when your boss says, “I need this done by x,” you can say, “I’d be happy to. Here’s the schedule as it stands. I want to make sure I can fit this work in. Which of these things can I move forward in order to tackle this instead?”
“Have everything on there that you do,” says Hutchings. “You’re going to blow their minds because they have no idea what you do. You need to demonstrate to them in a visual way what you do. Otherwise, some people think you’re just sitting there.”
How often do you start the day with a to-do list? And how often does that list fly out the window by 10 a.m.?
The trouble is, says time management coach Patricia Hutchings, we don’t build enough flexibility into our calendars. With so many to-do’s and scheduled appointments, “things get out of hand,” she says.
She recommends balancing scheduled time and flexible time. It sounds simple, but it can be a challenge.
Here’s how to make it work for you:
1. Schedule 60% of your week on your calendar, and leave 40% open, Hutchings says.
What to schedule? Appointments and meetings, of course, making sure you add time on either side for preparation and follow-up. But also schedule tasks that you know need tackling by a certain deadline.
2. Keep appointments and scheduled time to a minimum on Mondays and Fridays. “Monday is typically a busy day because lots of things happen that you can’t anticipate,” says Hutchings. “Friday is a last-minute day, since people come to you with work due Monday.”
Thursday can be scheduled heaviest, since it’s the day with the least interruptions, generally.
3. Make your schedule visible, showing what weekly tasks you have and how you blocked out your time.
So when your boss says, “I need this done by x,” you can say, “I’d be happy to. Here’s the schedule as it stands. I want to make sure I can fit this work in. Which of these things can I move forward in order to tackle this instead?”
“Have everything on there that you do,” says Hutchings. “You’re going to blow their minds because they have no idea what you do. You need to demonstrate to them in a visual way what you do. Otherwise, some people think you’re just sitting there.”
Monday, October 18, 2010
Simple Words that can Motivate Employees in a Down Economy
The economy is still down and many companies have closed their doors and just as many have had to consider doing so at one time or another. Motivation and morale is hard to come by in the workplace when the economy is down and your company isn’t doing as well as you or your employees would like. This is an unfortunate truth but certainly a reality for many.
So what can you do to help lift spirits? How can you get your team motivated to reach and succeed company goals necessary to keep your doors open?
Well, it’s simpler than you may think. Some of the best and simple words that a manager can speak to their employees to help motivate and build morale are as follows:
1.) We
2.) Thank you (or) I appreciate your help
3.) I made a mistake (or) I was wrong
4.) What do you think
5.) Great Job (or) Well done
All though these are simple, managers fail to use them as much as they should or even fail to use them at all.
It’s also important to do the following:
1.) Recognize your employees – verbally, in written form, public praise. These are all FREE!!
2.) Ask for input and ideas – when your meeting with your staff make sure to ask them for their input. This is motivating to employees and it makes them feel valued. Implement as many ideas as you can, as long as they’re practical.
Simple phrases remind employees that they matter and when a manager can recognize their good work then your team will be far more motivated to achieve desired results. Your employees need you to lead the way and if you’re not motivated then it’s definitely hard for them to be as well. Yes the economy can be stressful but it’s up to you and your team to pull together and succeed.
Start speaking these simple words to your staff today!
So what can you do to help lift spirits? How can you get your team motivated to reach and succeed company goals necessary to keep your doors open?
Well, it’s simpler than you may think. Some of the best and simple words that a manager can speak to their employees to help motivate and build morale are as follows:
1.) We
2.) Thank you (or) I appreciate your help
3.) I made a mistake (or) I was wrong
4.) What do you think
5.) Great Job (or) Well done
All though these are simple, managers fail to use them as much as they should or even fail to use them at all.
It’s also important to do the following:
1.) Recognize your employees – verbally, in written form, public praise. These are all FREE!!
2.) Ask for input and ideas – when your meeting with your staff make sure to ask them for their input. This is motivating to employees and it makes them feel valued. Implement as many ideas as you can, as long as they’re practical.
Simple phrases remind employees that they matter and when a manager can recognize their good work then your team will be far more motivated to achieve desired results. Your employees need you to lead the way and if you’re not motivated then it’s definitely hard for them to be as well. Yes the economy can be stressful but it’s up to you and your team to pull together and succeed.
Start speaking these simple words to your staff today!
Wednesday, October 13, 2010
Tips for How to Properly Use Background Checks
Every employer has steps and methods for assessing candidates before they make the final hiring decision. The issue is that many employers fail to use assessments properly and sometimes don’t realize or recognize when they’re discriminating. Because of this concern, it’s important that employers understand why they should use background checks and how they need to be assessed in regards to screening candidates.
First employers need to understand that not all crimes are equal so you need defined criteria that allow you to effectively measure the relevance of an applicant’s criminal history which directly relates to the position.
Review your job description for the position you need to fill. Based on the nature of the position, the type of access and the responsibilities, what could pose a threat should an applicant have a criminal offense on the background check you ran?
Examples of why this would be important:
1.) You need a delivery driver so you do not want to hire someone who could pose great danger to your customers or themselves. You run a background check and find a record on the applicant for a recent conviction for driving under the influence. This would provide you with enough information to make an educated and honest decision to choose not to hire this individual.
2.) You need a bank teller position filled so you definitely need someone who can handle money responsibly that you can trust. You run a background check and find a record on the applicant for a conviction of forgery, theft or embezzlement. This would provide you with enough information to make an educated and honest decision to choose not to hire this individual even if they had the appropriate skills.
You have to decide when you need a position filled if running a background check is even necessary. If you can place just about anyone without much comprise to security, trust or safety then make sure you do not discriminate against applicants for criminal records that really do not directly relate to the position. You can find yourself in a lawsuit very quickly if you fail to have direct and reasonable evidence that supports your reasoning behind failing to hire an individual to their criminal background.
First employers need to understand that not all crimes are equal so you need defined criteria that allow you to effectively measure the relevance of an applicant’s criminal history which directly relates to the position.
Review your job description for the position you need to fill. Based on the nature of the position, the type of access and the responsibilities, what could pose a threat should an applicant have a criminal offense on the background check you ran?
Examples of why this would be important:
1.) You need a delivery driver so you do not want to hire someone who could pose great danger to your customers or themselves. You run a background check and find a record on the applicant for a recent conviction for driving under the influence. This would provide you with enough information to make an educated and honest decision to choose not to hire this individual.
2.) You need a bank teller position filled so you definitely need someone who can handle money responsibly that you can trust. You run a background check and find a record on the applicant for a conviction of forgery, theft or embezzlement. This would provide you with enough information to make an educated and honest decision to choose not to hire this individual even if they had the appropriate skills.
You have to decide when you need a position filled if running a background check is even necessary. If you can place just about anyone without much comprise to security, trust or safety then make sure you do not discriminate against applicants for criminal records that really do not directly relate to the position. You can find yourself in a lawsuit very quickly if you fail to have direct and reasonable evidence that supports your reasoning behind failing to hire an individual to their criminal background.
Monday, October 11, 2010
Great Questions to ask During Interviews!
Of course we all are looking for the best fit for the job, right? But how often do you think about their ability to handle your particular management style? This is often an area that managers overlook when asking the candidates questions during an interview. Here are some questions that you should consider asking in your interviews to help assess the candidate’s adaptability to different management styles:
1.) Describe the perfect manager.
2.) Based on your past employment, who would you choose as the best manager you’ve had the opportunity to work for? Why were they good?
3.) Based on your past employment, who would you choose as your least favorite manager? Why were they your least favorite? How did you adapt?
4.) How do you handle conflict with your managers? Disagreements? How do you resolve issues?
By asking questions similar to the ones listed above, you’ll find a greater understanding of how the candidate feels about different management styles. If you find that you’re for the most part the ideal manager described by the candidate then you can have confidence that you’ll work great together should you decide to hire them for the position. On the other hand, if you really like the candidate but worry about being similar to the manager that was their least favorite then you can consider ways to adapt to ensure a smooth and successful relationship if you decide to hire them on.
You shouldn’t base your hiring decision on whether or not they can or cannot handle your management style but rather use these questions to help prepare yourself for building and maintaining successful relationships with new hires.
1.) Describe the perfect manager.
2.) Based on your past employment, who would you choose as the best manager you’ve had the opportunity to work for? Why were they good?
3.) Based on your past employment, who would you choose as your least favorite manager? Why were they your least favorite? How did you adapt?
4.) How do you handle conflict with your managers? Disagreements? How do you resolve issues?
By asking questions similar to the ones listed above, you’ll find a greater understanding of how the candidate feels about different management styles. If you find that you’re for the most part the ideal manager described by the candidate then you can have confidence that you’ll work great together should you decide to hire them for the position. On the other hand, if you really like the candidate but worry about being similar to the manager that was their least favorite then you can consider ways to adapt to ensure a smooth and successful relationship if you decide to hire them on.
You shouldn’t base your hiring decision on whether or not they can or cannot handle your management style but rather use these questions to help prepare yourself for building and maintaining successful relationships with new hires.
Tips for Becoming a High Performance Supervisor!
Supervisors have to work at being strong and influential leaders. There are some basic steps that all supervisors/managers need to practice to ensure that they’re truly effective as leaders in their workplace.
1. Define and explain your role and responsibilities. When your team understands the “big picture” of what your role and responsibilities entail then your direction and delegated tasks will be better understood and welcomed by your staff.
2. Set reasonable objectives that are obtainable and that do not conflict with other goals asked of your staff. Employee motivation can be damaged quickly if your short term goals interfere with your long term goals and vise versa. Don’t be the supervisor who pushes too hard on smaller objectives that ultimately interfere with larger objectives. This will hinder your overall success.
3. Provide an opportunity for your staff to participate in the decision making process. Don’t always assume that you have the only and/or best answers to achieving goals and success for your team. Supervisors often forget that their ultimately part of a team and their role is just to lead, supervisor and maintain an effective team. Supervisors should be explaining to their team why decisions are made so that they can help rationalize the decision and provide feedback on how to improve if necessary.
4. PLAN YOUR ACTIONS instead of making it up as you go! Staff needs the big and small picture for their department to be as effective and contributing as you want and need them to be. If you find yourself just making it up as you go then you’re selling your team short. It’s harder to keep employees motivated when tasks and goals change day to day.
Your team is not only as strong as your weakest link but their also only as strong as their leader allows them to be. Leaders (supervisors & managers) often complain that their team is inefficient but they never look to themselves on how and why their team isn’t being successful. This is a huge pitfall for many leaders because they’re not only doing their team a disservice but their also hindering their own individual success.
1. Define and explain your role and responsibilities. When your team understands the “big picture” of what your role and responsibilities entail then your direction and delegated tasks will be better understood and welcomed by your staff.
2. Set reasonable objectives that are obtainable and that do not conflict with other goals asked of your staff. Employee motivation can be damaged quickly if your short term goals interfere with your long term goals and vise versa. Don’t be the supervisor who pushes too hard on smaller objectives that ultimately interfere with larger objectives. This will hinder your overall success.
3. Provide an opportunity for your staff to participate in the decision making process. Don’t always assume that you have the only and/or best answers to achieving goals and success for your team. Supervisors often forget that their ultimately part of a team and their role is just to lead, supervisor and maintain an effective team. Supervisors should be explaining to their team why decisions are made so that they can help rationalize the decision and provide feedback on how to improve if necessary.
4. PLAN YOUR ACTIONS instead of making it up as you go! Staff needs the big and small picture for their department to be as effective and contributing as you want and need them to be. If you find yourself just making it up as you go then you’re selling your team short. It’s harder to keep employees motivated when tasks and goals change day to day.
Your team is not only as strong as your weakest link but their also only as strong as their leader allows them to be. Leaders (supervisors & managers) often complain that their team is inefficient but they never look to themselves on how and why their team isn’t being successful. This is a huge pitfall for many leaders because they’re not only doing their team a disservice but their also hindering their own individual success.
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