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Monthly Archives

June 2011

ARE YOU KEEPING YOUR REMOTE WORKERS SAFE?

By Workplace Safety

Modern technology has made it easier than ever for employees to work from home and still remain connected to their place of employment. Using remote employment has actually become a popular trend over the last ten years, especially since selling to the global market has become such an important factor in a business being competitive. Many businesses have found that they can minimize their expenses and attract international customers with more attractive prices if they decrease their overhead by allowing workers to remotely commute.

Despite the many benefits of using remote employees, there are downsides. Many employers considering this trend wonder how they can ensure workplace safety when the employee’s physical workplace is their own home. Another consideration is the degree of employer liability in remote employment.

Fortunately, OSHA has addressed some of the safety issues surrounding remote employment. According to OSHA guidelines, employers are required to maintain a safe workplace, even for employees working from their own home. OSHA will not require an employer to inspect a remote employee’s home worksite, nor inspect it themselves. However, OSHA may inspect the worksite of an employee that’s performing an at-home job on behalf of their employer if it possibly involves health or safety hazards and there’s a complaint. A record of all occupational illnesses and injuries must be kept on all at-home workers if an employer is subject to OSHA record keeping requirements. Keeping in mind that OSHA compliance measures shouldn’t involve controlling the home worksite of employees, employers might need to take some additional practical measures to ensure OSHA compliance.

As far as safety compliance goes, the absence of immediate supervision for remote workers is one of the main problems employers face. Experienced, highly-trained, long-term employers are generally the worst offenders when it comes to taking safety risks. This group of employees often become complacent due to the fact they’re so accustomed and comfortable with their job, feel they’re familiar with the job’s hazards, and might have escaped disciplinary action when ignoring safety procedures or taking shortcuts in the past.

One of the best ways that employers can counteract the above dangerous attitude toward safety is by using a holistic approach to safety. Employers should focus and place great importance on each individual employee actively participating in the safety process and taking responsibility for their own safety. Whether at home, on the road, or at a remote jobsite, remote employees need to be ready, willing, and able to take the appropriate actions to protect themselves in any given situation.

Employers will need employee support to make any approach to safety successful, which means that employers must have total employee involvement in the safety process. Involve your remote employees in the process of determining what’s needed to prevent injury to themselves and others during remote location work. Most employers find that the experience and firsthand knowledge of their employees is actually very advantageous in creating safe remote worksites.

Remember, employees that understand the value of safety are more likely to be motivated and willing participants. They’re also more apt to embrace safety behaviors for the longevity of their employment. Employers can reinforce their employee’s positive attitude about safety by having electronic or person-to-person safety counseling in place and ensuring safety managers are encouraging safety participation.

PROTECTING YOUR HANDS AGAINST OCCUPATIONAL HAZARDS

By Workplace Safety

Our hands are used in almost all daily activities, work or leisure. But, for some reason, we often overlook just how frequently our hands are used until they are injured.

According to the National Safety Council (NSC), the hands are involved in one of every five occupational injuries. This statistic really isn’t all that surprising once a worker stops to consider the array occupational hazards, such as tools, solvents, and chemicals, that are capable of causing burns, contusions, and lacerations to the hands. That said, workers can protect their hands and avoid a lot of unnecessary injuries by taking a few precautions.

Material Safety Data Sheet. Some chemicals can burn your hands immediately following contact. Before handling any chemical, it’s of vital importance that you’re familiar with Material Safety Data Sheets (MSDS), as these forms will instruct you on the safe handling and use of certain potentially harmful chemicals.

Hand Washing/Cleaning Procedures

  • Apply lotion if your job requires frequent hand washing.
  • Use mild soap and water to wash hands; dry them thoroughly.
  • Avoid harsh and abrasive cleaners.
  • When removing tar, grease, or paint, use a waterless cleaner.
  • Never wash hands with benzene, paint thinner, gasoline, or other harsh solvents.
  • Flush hands under running water for 20 minutes or longer after your hands come into contact with any corrosive chemical.
  • If a minor skin laceration occurs, wash it immediately and seek medical treatment.

Using Gloves

  • The MSDS can alert you to what type of glove should be donned when handling potentially harmful chemicals.
  • Throw any frayed, tattered, or worn gloves away.
  • Never share gloves with co-workers.
  • Never immerse your hand in chemical agents, even if gloved.
  • Asbestos or leather gloves are used to protect against heat.
  • Neoprene or rubber gloves are used to protect against corrosive chemicals.
  • Cotton, leather, or PVC gloves are used to protect against abrasives.
  • Synthetic knit or cotton gloves with gripping dots are used when hand-grip is needed.
  • Kevlara, heavy leather, or metal-mesh gloves are used to help prevent cuts to the hand.
  • Never wear gloves with any metal features when working near electrical hazards.
  • Avoid wearing gloves around moving equipment.

Avoiding Contusions and Lacerations

  • All tools should be properly maintained on a regular basis.
  • Safety guards should never be removed and a tool without the appropriate guard shouldn’t be used until it’s in proper working order.
  • Lockout equipment when making repairs or cleaning it.
  • Wear metal-mesh, leather, or Kevlara gloves when handling or operating sharp and bladed tools.
  • Don’t do a job if you don’t have the appropriate tool.

These simple safety precautions can help you keep one of your most important assets, your hands, intact.

DO YOUR EMPLOYEES APPRECIATE THEIR BENEFITS AND MAKE THE CORRELATION TO THEIR TOTAL COMPENSATION?

By Employment Resources

It’s just a fact that employers, especially those in highly competitive industries, must have a striking benefits package to remain competitive in attracting and retaining the best employees. You probably spend a great deal of time and money providing your employees with an attractive benefits package, but do they actually appreciate what you’ve invested? Do they even have the slightest idea of how much it costs you to provide them with it?

Sadly, most employers will find that their employees have no idea what they invest in providing good benefits. In fact, a number of surveys have shown that most employees vastly underestimate how much their employer contributes toward their benefits. These surveys also typically find that employees tend to have a negative attitude about the benefits their employer offers. Most employees tend to focus more on elements like cost-sharing methods and uncomfortably rising premiums.

The good news is that most employees don’t have this attitude because they’re ungrateful, but rather because they really just don’t realize how much it costs you to provide them with their benefits. Considering you want and need a return on such a major investment, you are left with figuring out how to better educate your employees on your side of the story. There are actually several low to no-cost ways that you can tell your story and help employees better appreciate their benefits.

Give Employees a Total Pay Statement. If you asked your employees to write down their total compensation, they’d probably write down their gross income. Even though what you pay toward an employee’s benefits makes up a substantial portion of what you’re paying to keep them, an employee rarely considers what you’re paying toward their benefits as compensation.

You can illustrate the value of total compensation by breaking it down into various parts with a total pay statement chart. You can outsource for custom total pay statements or do it yourself with a spreadsheet application. Either way, make sure to include any other compensation perks, such as employer-paid license fees, tuition reimbursement, on-site childcare, and so forth.

Include Cost as Part of Your Benefits Education. Most employers, whether it is during orientation for new employees or during annual enrollment periods, will provide at least one setting for employees to learn about their benefits. Employers shouldn’t miss out on the opportunity to also emphasize the value of the benefits being offered and to remind employees that benefits are part of their total compensation. Even if your insurance carrier will be conducting the training, you can always ask your representative to at least mention the total cost of benefits; what you, the employer, pays; and then the portion that the employee pays.

Consider Adding some Perks. Quantity, in having additional choices, can be just as important to employees as quality. Once you look at your benefits package, it might not seem attractive enough, or you might just want to add some additional incentives to help your employees see that their relationship with your business is valuable. Voluntary benefits and other perks like gym discounts, community service days, discounted pet insurance, and so forth have little, if any, cost to you. Keep in mind that adding choices, even if those choices involve 100% employee payment, can increase how much your employees appreciate their benefits. Your insurance agent can help you determine what voluntary benefits best suit the needs of your workplace.

In closing, it will be impossible for you to capitalize on your investment in benefits if your employees don’t appreciate what you’ve invested and what they’ve gained. Remember that it doesn’t take much effort to find out how your employees view their benefits. When benefits are being perceived poorly, it can be relatively inexpensive to make improvements.

NEW GUIDELINES FROM THE IRS ON W-2 REPORTING OF HEALTH CARE COSTS

By Employment Resources

On March 29, 2011, the IRS issued Notice 2011-28 to employers regarding the information reporting requirements on each employee’s annual Form W-2 of Health insurance coverage. This new reporting to employees is for informational purposes only. It is to inform employees of the cost of their health care coverage. Furthermore, the IRS has stressed that employer-provided health care coverage continues to be excludable from an employee’s income, and is therefore not taxable.

The PPACA (Patient Protection and Affordable Care Act), which was enacted in March of 2010, ensures that employers must report the cost of health care coverage on the Form W-2.

Helpful to Small Employers

With the new guidelines, the IRS provided additional relief for small businesses (filing fewer than 250 W-2 forms) by making the requirement voluntary for them at least in tax year 2012. The optional treatment for smaller employers will remain in effect until further IRS guidelines are issued.

Opportunity for Benefits Communications

Employers can utilize health care reform as a chance to better communicate with employees regarding their health and wellness benefits. The new requirements will help employees gain a better understanding of the cost, and value, of their coverage. Many employees are going to be surprised at the cost of their health care benefits, and employers can use this opportunity to open a discussion about health care cost containment. They can also emphasize the investment the company makes in each employee in the form of benefits.

BOOST EMPLOYEE SATISFACTION, LOYALTY, AND RETENTION WITH THE BENEFITS YOU OFFER

By Employment Resources

Whether employers are listening or not, alarms are sounding that the American workforce is increasingly growing more dissatisfied and disloyal. If businesses continue failing to recognize and respond to such trends as the job market improves, then they could potentially lose key workers to more astute competitors and suffer the consequences of decreased employee productivity.

The above warning stems from the results of MetLife’s 9th Annual Survey of Employee Benefits Trends, which was conducted in the fourth quarter of 2010. The study wasn’t all doom and gloom. It also found some promising data for employers, such as the fact that employers can help restore lost loyalty, encourage their workers to stay with them, and drive engagement by having a well-designed employee benefits package. Some other key findings of the MetLife study included:

  • Of all the employees surveyed, 36% hoped to be working for a different employer within the year.
  • Increased workload and decreased job security were factors that drove down job satisfaction and loyalty and were the main reasons cited by workers considering a job change.
  • Fifty-one percent of workers reported that they were satisfied with their current job. This was an 8% drop from 2008 numbers.
  • At only 47%, the number of workers feeling a strong loyalty to their employers hit a three year low.
  • Down eight points from 2008, only 33% of workers felt a strong loyalty from their employers.

Despite the change in how employees view loyalty and job satisfaction, the 51% percent of employers that believe their employees have a very strong sense of loyalty to them hasn’t wavered. Considering that a large percentage of workers are now seriously contemplating a job change in the near future, loyalty and retention should be priorities for employers. It was only a few years ago that employers were actually highly focused on retention as they were prepping for the massive amount of Baby Boomers nearing retirement. However, due to low voluntary turnover rates during the recent recession, many employers have put retention efforts on the back burner.

Rebuild Loyalty. The MetLife study found that 71% of employees satisfied with their benefits also reported that they felt very loyal to their employer. Employers can focus on benefits to rebuild loyalty and boost employee engagement and satisfaction. Benefits have long been an important element to attract and retain new and existing employees of all ages. Most employers usually understand how important health benefits and salaries are to creating employee loyalty, but many overlook other benefits like retirement benefits and Life, Dental, and Disability insurance as loyalty drivers. In fact, the MetLife study showed that only 37% of employers recognized these non-medical benefits as loyalty drivers.

Focus On Benefits. As with most things in life, employees of different age groups will have very different perspectives on their benefits package. One-size-fits-all packages simply aren’t sufficient for the modern diverse workforce. Employers should think about flexibility, choice, and customization to best engage their entire workforce. Some of the study’s generational findings may be helpful for the design or redesign of benefits:

  • Workers between the ages of 21 and 29, or Generation Y, are the most anxious to leave their current job.
  • Workers between the ages of 30 and 45, or Generation X, are the least satisfied with the benefits offered by their employer.
  • Workers between the ages of 45 and 54, or younger Baby Boomers, are most frustrated with their retirement prospects and could threaten workplace productivity.
  • Workers between the ages of 55 and 65, or older Baby Boomers, are financially unprepared for retirement.

Employers also need to be careful that they aren’t dismissing or overlooking the value in voluntary benefits. The MetLife study showed that it’s extremely important to workers, especially Generation X and Y workers, that they have a choice of benefits that meets their specific needs.

One last point to consider is communication. After all, employees are much more likely to value and appreciate their benefits when they realize just how much you’ve invested to provide them.

COMPUTER PAIN? – GIVE YOUR WORKERS RELIEF!

By Risk Management Bulletin

Musculoskeletal disorders (MSDs) such as carpal tunnel can create serious health problems for employees who work all day on a computer. Risk factors include repetition (the daily, lengthy use of a keyboard and mouse or trackpad) and awkward postures (extending arms to type, hunching shoulders, and/or sitting for long periods). A properly designed and arranged computer workstation can go a long way toward preventing MSD.

To help evaluate the safety and comfort of your workstations, OSHA has developed this checklist:

Working Postures. Are your workstations designed or arranged so that they allow the user’s:

  • head and neck to be upright, or in-line with the torso
  • head, neck, and trunk to face forward
  • trunk to be perpendicular to floor (might lean back into backrest. but not forward)?
  • shoulders and upper arms to be in line with the torso, about perpendicular to the floor and relaxed
  • upper arms and elbows to be close to the body
  • Forearms, wrists, and hands to be straight and in line (forearm at about 90o to the upper arm)?
  • wrists and hands to be straight
  • highs to be parallel to the floor and the lower legs to be perpendicular to floor (thighs may be slightly elevated above knees)
  • feet rest flat on the floor or are supported by a stable footrest?

Seating. Is the chair designed so that the:

  • backrest provides support for the lower back (lumbar area)
  • seat width and depth accommodate the specific user
  • seat front does not press against the back of knees and lower legs
  • seat has cushioning and is rounded with a “waterfall” front
  • Armrests support both forearms and do not interfere with movement?

Keyboard/Input Device. Is the keyboard/input device designed or arranged so that

  • the device platform is stable and large enough to hold a keyboard and an input device
  • the input device (mouse or trackball) is next to keyboard so it can be operated without reaching
  • the input device is easy to activate and the shape/size fits hand
  • wrists and hands do not rest on sharp or hard edges?

Monitor. Is the monitor designed or arranged so that:

  • the top of the screen is at or below eye level so users can read it without bending the head or neck down/back?
  • users with bifocals/trifocals can read the screen without bending the head or neck backward?
  • the monitor distance allows user to read the screen without leaning head, neck or trunk forward or backward
  • the monitor is directly in front of user, so that he or she doesn’t have to twist their head or neck
  • the screen does not reflect glare from windows or lights, which can cause the user to assume an awkward posture so they can see information on the screen clearly?

HOW SAFE ARE LEGAL DRUGS ON THE JOB?

By Risk Management Bulletin

With more prescription and OTC drugs than ever and more people taking them, there’s an increased risk of employees coming to work impaired by medications.

Although we’re all familiar with the dangers of alcohol and illegal drugs in the workplace, many businesses have paid little attention to the effects of prescription and over-the-counter (OTC) medications. Yet, some of these drugs can cause serious impairments and could interact with other drugs or foods in ways that can jeopardize workplace safety. For example, a study the University of Iowa found that a dose of Benadryl – a common OTC antihistamine – can impair driving performance as much as alcohol. More potent prescription drugs can cause even stronger and more dangerous reactions, such as slowing brain activity and impairing thinking and judgment. Breakdown products from some prescription medications can stay in the body for days, affecting coordination, concentration, and judgment.

Be sure to educate your workers about possible impairments and how to use prescription and OTC drugs safely. Encourage them to inform themselves about the possible job safety risks taking medications. For OTC medications, workers can inform themselves about warnings and side effects simply by reading the label. To find out about possible impairment caused by prescription drugs, employees should speak to the healthcare provider who issues their prescription. For example, they should tell the provider:

  • If they drive to work and/or on the job
  • If they have a hazardous job (for example, operating equipment or handling dangerous substances)
  • About any other medications (prescription or OTC) they’re taking; and
  • Any reactions they’ve had in the past to drugs.

They should also ask about side affects that could affect job safety.

Require employees to inform their supervisor if they’re taking any medication that could cause impairment – especially if their job involves any kind of safety hazard. Depending on the risks, the supervisor might decide to reassign the employee temporarily while he or she is taking the medication.

WHEN DOMESTIC VIOLENCE ENTERS THE WORKPLACE

By Risk Management Bulletin

Chances are you employ someone who’s a victim of domestic violence. Is this any of your business? It is when domestic violence enters your workplace!

According to government statistics, there are as many as 40,000 incidents of on-the-job violence in which the victims knew their attackers intimately. More than 70% of human resources and security personnel surveyed by the American Bar Association’ Commission on Domestic Violence reported an incident of domestic violence in their workplace. These events cost businesses millions of dollars a year by endangering co-workers, disrupting workflow, and leading to vandalism and property damage – not to mention lowering the productivity of female victims (due to higher rates of depression, absenteeism, and substance abuse problems).

Consider the legal implications: Federal and state laws require employers to provide a safe workplace If you’re aware of a domestic violence threat in the workplace and fail to, act you could face costly liability if there’s an incident in the workplace.

According to the Family Violence Prevention Fund, supervisors are frequently among the first people in the workplace to become aware that an employee is the victim of domestic violence. Train supervisors to look for employees who:

  • Have unexplained bruises or bruises that don’t seem to fit professed injuries
  • Wear inappropriate clothing that might be covering up injuries
  • Seem distracted, upset, or depressed, at work
  • Have a high rate of absenteeism
  • Receive repeated upsetting phone calls at work

Supervisors who notice any of these signs should tell the employee – privately – what they’ve noticed, refer the employee to available company or community support, and report the situation to management and security personnel.

To help safeguard employees against domestic violence incidents on the job, we’d recommend taking these basic security steps:

  • Encourage employees to notify r supervisors about abuse, stalking, restraining orders, etc., and to provide photos of batterers to security personnel.
  • Create a buddy or escort system to walk at-risk employees to and from the parking lot or public transportation.
  • Provide a portable alarm that the employee can activate if confronted by an attacker at work.
  • Offer counseling services or inform the employee about services available in the community.
  • Create and enforce effective procedures limiting access to the workplace (IDs, visitor sign in and escort, etc.)
  • Transfer threatened employees from front-line customer service areas to back offices or even to other worksites, until the problem is resolved.
  • If possible, adjust the employee’s work schedule and/or grant leave if the employee needs to take time off for medical assistance, legal assistance, court appearances, counseling, relocation, taking other steps organization’s workplace violence policy and discipline or even discharge the attacker needed to enhance personal safety.