Skip to main content
search
Monthly Archives

December 2010

Dec 01
Love0

PREVENT JOB SITE INJURIES THROUGH GOOD DESIGN

By Construction Insurance Bulletin

The process of erecting a new building involves thousands of large and small decisions. These range from where to build, the building’s size and shape, materials, appearance, windows, heating and cooling systems, and so on. All of these decisions affect the quality of the finished building, the amount of maintenance it will require in the future, the cost of using it, its appeal to prospective tenants, and its ultimate market value. Design decisions also have a major influence on another area that might not be readily apparent to the planners: The safety of the people performing the construction work. Safety professionals can often trace the causes of construction accidents back to the way the planners designed the structure. Therefore, it is critical that contractors have involvement in the discussions about building design. Many individuals play roles in the design process, including:

  • The project’s owner, who decides whether to erect a new building, how the company will use it, what the budget is and what the timeline for construction will be. The owner chooses the location after securing any required governmental approvals and possibly buying land; the location decision by itself could influence job site safety. An urban location will have less space for erecting platforms and operating equipment than will a suburban or rural location.
  • Architects and engineers, who take the owner’s concept and turn it into detailed plans for the new building. They will design the building around the owner’s priorities, and those priorities may affect safety. For example, the owner might want an energy-efficient building that emphasizes natural light rather than electric lights, so the architects might include skylights in the design. The resulting holes in the roof increase the risk of falls.
  • The general contractor, who will select subcontractors, materials and suppliers, and manage the project. The GC’s staff can advise the owner, architects, and engineers on the safety implications of some of the design decisions, such as how access to the site affects the placement and stability of equipment.

Several design considerations affect the safety of a project, including:

  • The building’s structure. The structural material (steel, wood, concrete, brick) will have safety implications beyond its suitability for the particular building. Steel beams and bricks can strike workers, crush fingers, and cause back injuries when workers attempt to lift them. Exposure to concrete can injure a worker’s skin, and the dust can cause respiratory and eye problems. Wood creates similar problems with dust, and workers can seriously injure themselves using power saws, drills and other woodworking tools.
  • Paints, varnishes and other coverings. Fumes from these substances can make workers ill; prolonged skin contact with them might cause burns.
  • Sub-grade levels, such as basements and underground parking garages. The sides of excavations can collapse on top of workers.
  • Whether certain components can be fabricated prior to installation in the building. This reduces the length of time workers are exposed to the installation hazards.

Because owners, architects, and engineers have the creation of a quality building within budget as their primary concern, contractors might have to raise their awareness of safety issues. Having the contractors involved in the design phase will allow for addressing potential safety issues before they occur, saving time and money for the owners and preventing painful injuries to workers. Also, the contractors will be aware in advance of those hazards that the design could not eliminate, so they can identify the safeguards they will need to have in place on the job. Even the best designs will present dangers to workers, but effective communications among all the players in the project should minimize the hazards.

Dec 01
Love0

PROTECT CONSTRUCTION WORKERS BY PREVENTING FALLS

By Construction Insurance Bulletin

The federal Bureau of Labor Statistics reports that, since 1992, 600 to 847 workers per year have fallen to their deaths while on the job. Falls accounted for 14% of workplace fatalities and a number of catastrophic injuries in 2009. Falls on construction sites also cost contractors and their insurance companies enormous amounts of money for Workers Compensation medical and disability benefits and for liability settlements and judgments. It therefore makes moral and financial sense for contractors to take precautions to prevent falls from happening. This means identifying where the exposures to falls exist, implementing fall protection, and reducing injuries from falls that do occur. Almost any construction project will have some exposure to roofs with no barriers to keep workers from falling off, holes in floors and roofs, and openings in walls. To reduce the exposure to these hazards:

  • Use guardrails, safety nets, or safety harnesses tied off to lifelines, or a combination of them, whenever workers have an exposure to drops of six feet or more.
  • Cover or barricade floor holes as soon as possible after they are created.
  • Construct floor hole covers to hold twice the combined weight of the employees, equipment, and materials that might be on them at one time.

Workers on scaffolds have to maneuver around the materials and equipment with which they are sharing space. Without adequate protection, it is far too easy for a worker to lose his balance or step the wrong way and fall. To prevent this from happening, contractors should:

  • Follow the manufacturer’s instructions for building the scaffold.
  • Install guardrails on all open sides and ends.
  • Consider using safety harnesses connected to lifelines when the fall potential is 10 feet or more.
  • Provide access to the scaffold only from the structure, another scaffold, some type of hoist, or safely positioned ladders, ramps or other walkways.
  • Prohibit workers from climbing the scaffold cross-braces to gain access.

Steel rebar protruding from the ground can cause major injuries or death to workers who fall on them. Contractors should use these protections to prevent impalement:

  • Install fall prevention or protection measures, such as guardrails, harnesses and safety nets.
  • Guard the protruding rebar ends with caps designed to provide impalement protection or with pieces of lumber.
  • Bend the protruding ends so that they are not upright.

In 2009, one out of every five fatal falls was from a ladder. Portable ladders can move or slip off their footings while workers are on them. They can also tip over while on uneven ground, or a worker can lose his balance if the ladder is unsteady. To prevent this from happening:

  • Inspect ladders to verify that they are in good condition. Watch for broken or cracking rungs, side rails, feet and locks.
  • Position ladders so that the side rails extend three feet or more above the landing. * Tie off the side rails to some type of rigid support at the top. If it is not possible for the side rails to extend three feet above the top, attach a grab device to the top of the ladder.
  • Ensure that the ladder will not slip when the worker places weight on it.
  • Do not place weights on ladders that exceed their load capacities.

Contractors should work with their insurance companies’ loss control consultants to implement effective safety programs. Our insurance agents can provide timely data about your Workers Compensation and Liability insurance claims. Although safety measures might seem like an expense, they help control insurance costs and retain good workers by making the contractor a safe company for which to work.

Dec 01
Love0

MAKE WORKPLACE SAFETY TOP PRIORITY

By Workplace Safety

Despite a downward trend in workplace injuries, many employees might still be choosing to bypass safety mechanisms due to employer pressure for more productive employees. That said, many HR departments might consider revisiting their safety training and incentive programs to ensure workplace safety is being put first.

When one stops to consider that workplace safety can often be a life or death issue, it shouldn’t be so shocking that employees would pick workplace safety over family leave, overtime pay, wages, and sick day pay as the most important labor issue to them. Tracking statistics on worker injuries first started in 1992. According to data by the Bureau of Labor Statistics, both nonfatal and fatal injuries have actually declined for several years. In fact, the 4,340 fatal workplace injuries that occurred in 2009 was the least amount recorded since 1992. Statistics for illnesses and nonfatal injuries have also trended downward since 2003.

Despite downward trending statistics, one 2008 study showed that eighty-nine% of workers ranked workplace safety as their greatest labor concern. This data is congruent with a new study released by the National Opinion Research Center (NORC) at the University of Chicago. In the new study, work place safety was cited as the most important labor issue by 85% of respondents, or roughly eight in 10 workers. Meanwhile, 78% of respondents ranked maternity and family leave as their second most important labor-related issue. Sick day pay and overtime pay were each cited by 69% of those participating.

These findings might be somewhat surprising to employers based off of the political verve and influence that accompanies other issues like wages and benefits, but experts say that considering those issues aren’t actually life and death matters and workplace safety is, the findings make logical sense. According to experts, the media, the economy, the decline of unions, and stress levels could be factors behind the large percentage of workers listing safety as their top concern. The media often overlooks the human toll of workplace accidents. The British Petroleum (BP) Gulf of Mexico disaster is a recent example; the media coverage almost exclusively focused on the environmental implications of the disaster, while almost completely overlooking the worker safety aspects of the incident. If optimal safety would’ve been maintained, then the eleven deceased workers might not have died and the environmental disaster would’ve been nonexistent.

Studies concerning satisfaction levels for workplace safety have generally shown improvement during the past 10 years, with one exception: Levels of stress. Although most workers aren’t in work environments that have high physical danger levels, most workers are in occupations that involve high levels of job-related stress. High stress levels can have a substantial impact on the health and safety of the stressed worker and those around him/her.

Experts also point to employees being subjected to performance pressure from employers. This might especially be related to the desire for employers to have more productive employees in such a down economy. Workers may choose to bypass safety mechanisms in an effort to comply.One common complaint from employees is that their employer is only concerned with having appealing safety numbers on paper. These employees feel that their employer isn’t genuinely concerned with real safety issues. The recent union decline might also be prompting employees to turn to the federal government for additional safety protection. However, as unions reorganize, they will most likely focus heavily on addressing workplace safety concerns and attracting new membership by simply showing that employers aren’t giving safety issues the attention they merit.

In light of this study, employers might think about using rewards recognition for employee suggestions to improve safety vs. accident-free type rewards. Since many companies are still using generic safety training applications that frequently have little relevancy to a particular occupation, employers might also consider revisiting training programs for relevancy and effectiveness.

Dec 01
Love0

EXERCISE CAUTION IN THE PARKING LOT DURING WINTER WEATHER CONDITIONS

By Workplace Safety

Even a little snow and ice in your workplace parking lot can be treacherous. With the possibility of a slip and fall, and an injury of epic proportions, you have no choice but to take your safety into your own hands. Even if the sidewalks are shoveled and salted, there is still plenty of danger lying between your car door and the employee entrance. Here are a few safety tips to help you avoid injury.

Choose sensible footwear. Naturally you want to look fashionable at work-but when fashion costs you physical pain and possible permanent injury, it simply isn’t worth it. Instead, bring your attractive work shoes to change into, and wear boots or shoes that provide stability while on slippery surfaces. Rubber is an ideal material for navigating snow and ice.

Do the shuffle. In Florida, beachgoers are taught to do the stingray shuffle when walking into the ocean during certain seasons. This shuffle involves slowly sliding their feet along the sand in the water without lifting them. They do this to avoid stepping on a stingray. In the winter time, you can do this shuffle in order to have better control over your steps and reduce your risk of slipping. The key is to move your feet slowly in short shuffling movements.

Don’t be a Sherpa. In most cases, your employer provides you with nicely plowed and shoveled areas to walk. Don’t attempt to climb up piles of snow or in areas that have not been cleared of debris just to take a short cut. If there are any railings near the cleared and designated walkway areas, use them to guard against a fall.

Arrive early. When there is ice and snow on the ground, you don’t want to be forced to rush into work to avoid being tardy. Leave home a little earlier in the mornings so that you can avoid the need to beat the clock.

Notify your supervisor of danger zones. While you are in the parking lot, if you notice any areas that are particularly perilous, try to safely mark the area off to warn other employees and then notify your supervisor. Unless you have the proper tools and gear as well as permission from your employer, do not try to make the area safe yourself.

Wipe your feet before entering the building. When you enter the workplace, clean off your shoes so that snow and ice from the parking lot and walkway don’t melt and create indoor hazards.

Pull your head up before you fall. Occasionally, falls are inevitable. If you do begin to fall while walking outside, crane your head and back forward so that you don’t suffer a blow to the back of your head.

Fall correctly. If something should happen and you do fall in the parking lot or elsewhere, try to avoid the urge of using your hands or arms to break the fall. Instead try to land on your thigh first, then your hip and lastly, your shoulder. These are the safest spots for impact.

Dec 01
Love0

SUBSTANCE ABUSE COSTS EMPLOYERS BILLIONS

By Workplace Safety

Substance abuse problems among employees cost businesses billions of dollars each year. According to the 2008 National Survey on Drug Use and Health, in that year, 73% of the nation’s adults with alcohol or drug dependence were employed either full- or part-time. This amounts to nearly 13 million Americans working under the influence. Put another way, this data from the U.S. Substance Abuse and Mental Health Services Administration means that 8% of full-time employed adults and 10.2% of part-time employed adults are substance abusers.

For the majority of substance abusers, their problem lies with alcohol. The same study reveals that slightly more than half of Americans aged 12 or older reported being current drinkers of alcohol (51.6%). This translates to an estimated 129 million people, which was similar to the 2007 estimate of 126.8 million people (51.1%).

According to information published by Ensuring Solutions to Alcohol Problems, a part of the George Washington University Medical Center, alcohol abuse costs American businesses $134 billion in productivity losses annually, and the health care costs for these employees are about twice as high as for those without an alcohol abuse problem. Employees who are heavy drinkers use twice as much sick time as other employees, spend four times as many days in the hospital than the national average, and have higher rates of job turnover.

Significantly, light and moderate alcohol users, who are greater in number than heavy drinkers or alcoholics, account for 60% of alcohol-related absenteeism, tardiness, and poor work quality. And, the problems of alcohol abusers go beyond the addicted individual: About 20% of employees say they have been injured by, have covered for, or have had to work harder because of other employees’ drinking.

The above data shows that alcohol and other substance abuse takes a toll on workplace productivity, and contributes to higher medical costs both for treatment of the addiction and for substance-related medical issues. Employee substance abuse problems also result in an increased occurrence of workplace accidents and higher Disability and Workers Compensation costs. It is clearly in an employer’s best interests to seek ways to minimize the impact of employees’ substance abuse on the workplace.

Experts in the field stress the importance of workplace practices that educate employees about the health hazards of substance addiction and encourage employees to seek early treatment of any problems. While stressing the importance of a drug-free workplace, policies that rely primarily on discipline can result in addicted employees hiding their problems out of fear of losing their jobs, and in co-workers enabling such behavior in a spirit of friendship. In that kind of environment, an addicted employee may resist seeking any available help-such as obtaining treatment under the medical plan or taking a leave to enroll in a treatment program-until a crisis occurs.

On the other hand, employees will be more likely to come forward and get the help they need if they believe that by doing so they will receive help, not punishment. The same is true of co-workers, who can be an invaluable resource in encouraging addicted employees to seek help and to stay on track once treatment has begun.

Since most medical insurance plans include at least some substance abuse benefits, workplace communications about a business’s policies on alcohol/drug use should include this information. Employees are more likely to seek help if they feel it is within their reach, and they might not realize that this benefit is available to them. Employee assistance programs (EAPs) also can offer screenings, counseling, and treatment referrals for employees with substance problems; depending on the EAP, it also may have worksite awareness and supervisor training programs.

Communications to employees about any available benefits should stress that both medical plan and EAP services are confidential. This, together with a supportive (rather than punitive) environment, increases the likelihood that employees will seek the help that they need.

With many dollars in lost productivity at stake, the reasons for businesses to promote substance abuse awareness are compelling. And, because work is such an important part of most people’s lives, the workplace can be an effective place for substance abuse intervention to begin.

Dec 01
Love0

EMPLOYERS CONSIDER THE COST OF MAINTAINING A “GRANDFATHERED” PLAN UNDER HEALTH CARE REFORM

By Employment Resources

“Grandfathered” health plans — plans in existence on the enactment date of the Patient Protection and Affordable Care Act — enjoy exemption from some of the provisions of the health care reform law. However, in order to maintain grandfathered status, a plan must refrain from making certain changes, including those involving plan design, cost-sharing or insurance carriers. Employer plan sponsors are having to decide how having a grandfathered plan balances against the need or desire to modify plan provisions or change carriers in response to rising plan costs and rates, and many are questioning whether the advantages of making changes to their plans outweigh the benefits of avoiding some reform mandates.

In a survey from Hewitt Associates, 90% of the companies said they anticipate losing grandfathered status by 2014, with the majority expecting to do so in the next two years. Most (72%) of those anticipating losing grandfathered status indicated they would do so because of the need or desire to make design changes. The surveyed employers also cited changes to company subsidy levels (39%), health plan consolidation (16%) and insurance carrier changes (16%) as additional reasons why they thought it likely they’d lose grandfathered status. In a separate survey by Mercer, 53% anticipated retaining grandfathered status in 2011, but half of this group expected they would no longer be grandfathered by 2014.

Employers with grandfathered plans are asking these questions, according to Hewitt: “What changes do we need or want to make to our health care plans?” and “How can we make them without significantly increasing costs?” For many employers, it will boil down to deciding how much the freedom to implement plan changes is worth, versus the cost of complying with health care reform’s mandates. For example, in the Mercer survey, employers were asked to estimate what it would cost to meet the law’s requirements for 2011, and the response was, on average, and addition of 2.3% to plan costs. Employers were also asked to predict how much their plan costs would rise if they made no cost-saving changes, and the response was an addition of 10.1%. That’s the kind of increase that many employers will decide they simply cannot bear. These estimates could indicate that, at least at this point, some employers project the cost-effective decision will be to comply with health care reform’s mandates, in order to have the freedom to make plan design and insurer changes that fit into their overall cost-containment strategy.

Among the changes a grandfathered plan cannot make in order to maintain that status are raising coinsurance levels, increasing deductibles or out-of-pocket limits by more than medical inflation plus 15 percentage points, and raising copayment levels by more than the greater of $5 or a percentage equal to medical inflation plus 15 percentage points. For many employers, staying within these limits simply won’t be an option. The Mercer survey reflects this: Even though it would mean loss of grandfathered status, 35% said they would consider raising deductibles/out-of-pocket limits, 31% would consider increasing employee coinsurance levels, and 23% would consider raising copays, beyond what’s allowed under reform.

Employers also need to consider to what extent their plans might already be in compliance with provisions of health care reform. For example, one of the health care reform provisions that does not apply to grandfathered plans is the requirement that preventive care services, including immunizations and screenings, be covered with no cost-sharing for plan participants. Many plans already provide for this, and an increasing number continue to willingly move in this direction as recognition of the importance of preventive care grows.

In the coming months, employers with grandfathered plans will be examining their current plan design and assessing whether it will continue to meet their business needs, together with employees’ health care needs. It remains to be seen how many will decide they’d rather have the flexibility to change their benefit programs, than be restricted to the limited plan modifications allowed under the new law.

Dec 01
Love0

REDUCING HEALTH CARE COSTS THROUGH SMART HEALTHCARE DECISIONS

By Employment Resources

The annual insurance renewal process is a difficult time for employees and employers alike, especially when faced with the rising cost of health care. Employers do their best to make the plans they offer affordable, and employees are often unhappy with the amount they must pay to receive coverage for their families. If employers take a proactive approach toward addressing health care costs with their employees, the financial burden of carrying benefits can be softened. By introducing employees to money saving strategies that can reduce the overall cost of health care for the company, rising premium costs can be stopped in their tracks.

Cost Effective Strategies for Purchasing Prescription Medication

Here are a few suggestions that can help employees and employers save on health care costs.

  • When prescribed a new medication at the doctor’s office, ask for a sample before filling a full prescription. Pharmaceutical representatives leave samples of many medications with physicians, and this is a cost effective way to see if the medication is beneficial or not. For instance, many patients must try different anti-depressant medications before finding the right one. Instead of having the insurance company pay upwards of $125 for each prescription, patients can try different medication samples until the best results are achieved.
  • Many patients who experience pain and inflammation are prescribed NSAID, or non-steroidal anti-inflammatory, medications. The family of NSAID medications ranges greatly in strength and most drugs are available in brand-name and generic form. Patients should experiment with generic NSAID medications to see if they receive the same results as from their brand-name counterparts. Choosing to go with a generic medication will save the employee money in co-pay costs and save the employer money in overall costs.
  • Doctors generally become familiar with a certain medication and prescribe it over and over again, and at times they must be asked by patients to use an alternative medication on their provider’s formulary. When a patient opts to go with a formulary medication instead of a similar non-preferred one, the savings gets passed on to both the employee and the employer.
  • Employees should be reminded to follow the directions of their doctors carefully when taking prescribed medications. Skipping doses of required medications to extend the time between renewals will not save you or your insurance plan any money in the long run. Missing doses or not following the warnings of your doctor can lead to illnesses and hospital stays, which are emotionally draining on your family and financially draining, as well.

Passing Down the Saving to Employees. All of this advice makes sense and is sure to reduce the overall health care costs companies face, but without seeing a difference in the amount employees pay in premiums, workers might not see the incentive of making everyday choices to reduce the cost of health care. Employers must live up to their promise of lowering health care premiums when employees work toward lowering overall expenses, otherwise they will not see why it is worth the effort.

All examples in this article are for purposes of illustration and should not be construed as medical advice. Prices are estimates based on current retail market value.

Dec 01
Love0

WHEN MANAGEMENT AND EMPLOYEES WORK TOGETHER, BENEFITS COSTS GO DOWN

By Employment Resources

A commonality in many workplaces is the rift between employees and management when it comes to health care benefits. Employees usually accuse the company of being too frugal, and management is unable to find a compromise that makes everyone happy. In the end, employees of the company are left feeling like their hands are tied. Luckily, a recent session at the Society for Human Resource Management’s (SHRM) 2010 Annual Conference explained how one company, with fewer than 150 employees, saved around $2 million simply by creating a partnership between the employees and management staff. Together, the company was able cut the soaring costs of medical coverage while still providing excellent benefits to employees and their families. SHRM recommends an ongoing four-stage method to help control health care costs. Through evaluation, education, communication, and motivation, management and employees can work together to keep the costs of health care down.

Evaluation. Health insurance claims are processed by the provider or a third-party administrator, and in most cases, employers do not see the complete picture of how the benefits are being used. By requesting summative claims data, employers are able to see how money is being spent and who it’s going to.

An evaluation of claims data can reveal unnecessary expenses, like miscoded treatments, erroneous charges, and misuse of the system. Employers will also notice ways to cut costs without reducing the benefits, such as when employees are prescribed medicines that are either available over-the-counter or in the formulary. The data will provide insight into the amount of out-of-network care that is being used.

A thorough evaluation gives employers the information needed to better educate their employees on how to use their health benefits efficiently and eliminate unnecessary spending at the same time.

Education. Just as people tend to breeze through owner’s manuals and other instructions, the Explanation of Benefits statements from the insurance provider usually gets the same treatment. Without a complete understanding of how costs are determined and why rates go up, many employees operate under the guise that “if it’s covered, then just tack it on my bill.”

Meeting with small groups of employees is a great way to educate the staff on how the prices of their insurance premiums are related directly to how the employees, as a staff, use the insurance. Higher annual costs equal increased premiums for the following year and lower annual costs result in cheaper rates.

Give cost efficient suggestions to the staff, letting them know how they can help reduce the amount they spend each year. Recommend using only in-network physicians and clinics, and explain how doctors can provide samples of medication before writing expensive prescriptions for drugs that might not work. Since health care plans often cover the families of employees, make sure to host educational sessions where spouses can attend, as well.

Communication. Communicating the positives of cost effective health care coverage should begin at new employee orientation and continue throughout employment. Dedicating a wall or bulletin board to display current usage data and dollar figures is a key component to keeping employees up to speed on the state of their insurance programs. By making this general data known, employees are able to hold themselves accountable and see how the improvements they have made are affecting the system.

Motivation. With a little motivation from management, employees can see that their bosses are serious about reducing the amount they have to pay for insurance. Rewarding the employees when quarterly costs go down with picnics or even a one-month reprieve of premium charges can motivate the staff to continue to work toward more efficient health care usage.

Dec 01
Love0

LADDER SAFETY: MORE THAN MEETS THE EYE

By Risk Management Bulletin

Ladders are simple devices – and that might be their biggest fault. Workers tend to mistake simplicity for harmlessness, often overlooking necessary precautions. Even before setting up a ladder, the worker needs to check the site for safety. If the site includes a door that could be opened while someone’s up on the ladder, the door has to be locked or someone has to be on the other side to make sure nobody opens it.

The area around the ladder must be clear of tools, materials, and debris that could make access hazardous. For example, a worker coming off a ladder might step on an obstacle and twist an ankle or take a tumble.

Workers must also make sure the top of a straight or extension ladder rests against a solid surface that can withstand the load, avoiding windows and other objects that could give way as the worker climbs.

Workers often forget to secure extension ladders at the top to prevent them from slipping – a common cause of accidents. They should secure the base against accidental movement or have it held firmly by a co-worker at the foot of the ladder facing it with a hand on each side rail and one foot on the bottom rung.

People sometimes forget about safety when using stepladders. For example, they might not bother to make sure braces are locked and the ladder is stable so that it can’t tip over as they climb. Employees sometime place a stepladder on top of something else to gain height – or they might lean an unopened stepladder against the wall and try to climb it.

Make sure that workers guard or place barriers around the ladder work area if there are other people around. Failure to do so could result in a “struck-by” accident if a worker on a ladder drops a tool or materials on someone passing below.

When using a ladder, workers must be taught to always keep three-point contact, with both hands and one foot or both feet and one hand on the ladder at all times.

Make sure your workers get the full story.

Dec 01
Love0

WORKPLACE ACCIDENTS: HUMAN ERROR OR SYSTEM ERROR?

By Risk Management Bulletin

You can look at human errors that lead to workplace accidents in one of two ways, says psychology professor Dr. James Reason: The person approach focuses on the errors of individuals, blaming them for forgetfulness, inattention, or moral weakness. This analysis ignores the fact that mishaps tend to fall into recurrent patterns, with the same set of circumstances leading to similar mistakes, regardless of the people involved. The system approach concentrates on the conditions under which individuals work and tries to build defenses to avert errors or mitigate their effects. This approach recognizes that even in the most safety-conscious workplaces fallible humans will commit errors that originate in the conditions under which they work.

Safety consultant Dr. Dan Petersen identifies three categories of human error:

  1. Overload. “The human being cannot help but err if given a heavier workload than they have the capacity to handle,” says Petersen. Load involves physical, physiological, or psychological capacity, state of mind, level of knowledge and skill relevant to the task, and any reduction in capability from drug or alcohol use, pressure, fatigue, etc. Other contributing factors include work environment, motivation, attitude, and personal problems.
  2. The decision to err. Among reasons workers might choose an unsafe act are such factors as pressure to produce from peers and management that make unsafe behavior seem preferable. Errors also arise from “low perceived probability,” which means the worker simply does not believe that they will suffer an accident.
  3. Traps left for the worker. Some workers err because the work environment is incompatible with their physique or with what they’re used to – in other words, a bad fit. Another such trap is workplace design that contributes to human error, such as hard-to-read controls or a workstation that’s cramped, dark, or otherwise ergonomically unfriendly. Workplace culture can also serve as a trap by reinforcing or discouraging certain behaviors. For example, does the culture encourage workers to report signs of ergonomic distress early on, or does it reward them for hiding symptoms?

You might not be able to eliminate human fallibility from the workplace. However, you can certainly minimize the impact of worker errors by providing frequent safety training that targets specific hazards, heightens awareness, and explains systems and procedures designed to prevent accidents.

Close Menu