IF YOU WANT TO IMPROVE ANYTHING OR EVERYTHING, START

WITH EMPLOYEE SAFETY

JOE CARACCI AND GARY JOHNSON

P: 717-645-8381E: JCARACCI@MONARCHRISKMANAGEMENT.COM

WWW.MONARCHRISKMANAGEMENT.COM

Health care is one of the most hazardous jobs in America

More employees are injured in health care than manufacturing or construction.

OSHA has aNational Emphasis Program for

Nursing and Residential Care Facilities

Citing 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 communication

Prior Prior Prior Prior Post Post Post0

100,000200,000300,000400,000500,000600,000700,000800,000900,000

750 Employee CCRC

Series 1

Prior Average = $539,065 (Total WC Losses)

Example of a Safety Culture Transformation

Prior Prior Prior Prior Post Post Post0

100,000200,000300,000400,000500,000600,000700,000800,000900,000

750 Employee CCRC after Transformation

Series 1

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

Example of a Safety Culture Transformation

EVERYONE should know Workers’ Compensation is NOT insurance. Not like Health, Auto or any other

“Shared Risk”.

Lacerated finger. Occ Med Clinic $175

Indirect costs: ( Average = X $4.50 )

Wages

Transportation

Overtime

Decreased productivity

Damaged products

Employees assist

Employees gossip

Follow up visits

Investigation and reports

Indirect costs - $787

TOTAL = $962

$175

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

$787

If Work Comp is not insurance what is it?

Who has the greatest incentive to reduce losses?

How do you fix this?

Effective Risk Mitigation StrategiesPost Offer / Pre Placement Functional Capacity Screenings

Robust Transitional Return To Work Policy

Use 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 Your Eye on Employees with More than One Incident

Use Independent Safety Audits

Independent Incident Investigations

Treat Everyone with Dignity and Respect

National Safety Council says it takes 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 Engagement2. Safety Management Systems (Establish Policies)3. Hazard Identification/ Risk Reduction (Recognize Hazards)4. Performance Measurement (Measure Progress)

The Next Step in Risk Management

Observations 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.

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 Feeling

Example 2: Employee/Resident Safety

Example 3: Resident’s View

How does a safety culture influence: Quality of Care?

Survey Results?

5 Star Rating?

Finances related to associated costs?

Nobody likes to be made to feel stupid

What Might an Engaged Relationship Look Like?

• Healthy Relationship

• Collaboration

• Always Events

Care for staff, they will care for your business

What we learned from Caregivers. They desire:

Safety Culture Change Principles:

• Listen – ensure every voice is heard

• Individuals 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

Listening to Senior Team

The How – Step 1

What Does an Ideal Leader Look Like?

Education and Teaching

• Tie in Core Values• Mission Vision and Strategy• Crucial Conversations• Ownership• On-Boarding• Customer Service

Front Line Leader Contd

Problem Solving

• Critical Thinking Skills• Making Decisions• Taking Action• Observation Skills• Follow Through• Quality Method• Proactive

Front Line Leader ContdInterpersonal Skills

• Staff Recognition• Knowing Employee• Aware of Personality Type• Conversational• Dignity and Respect• Staff Satisfaction Surveys• Role Modeling/Character• Accessibility

Listening to Senior Team

The How - Step 2

Listening to Leaders of Front Line

Staff

• Be available

• Explain things well

• No question is stupid

• Patience, did not snap or be annoyed

• Helped as needed

• Caring, thorough listened and followed through

• Approachable

What do Supervisory Staff look for in a leader?

Listening to Senior Team

Listening to Front Line

Staff

The How – Step 3

Listening to Leaders of Front Line

Staff

• Had my back

• Approachable

• She nurtured me

• Did not play favorites

• Did not hide in the office

• Never said, I don’t have time for that

• Constantly encouraging and showing appreciation

What do Front Line Staff look for in a leader?

Being a Champion

ShowingRespect

The How – Step 4

Leadership: Interpersonal

Skills

Specific Situation

Observations:

• Leaders of front line staff often do not consider themselves as leaders

• They tend to not think of themselves as having a peer group to use for problem solving or other resources

• They are incredible people often working through very trying situations with creativity and grace

• They may be the best at answering vexing organizational questions

Results of Engagement Project:

• Leaders of front line staff decided they would ALWAYS like to do three things for those they lead:

• Acknowledge• Appreciate• Communicate

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

Movie: How Does a Leader Make Others Feel?

How Does a Leader Make Others Feel?

What did you see?

How did you feel?

What will you do differently?

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

Our Main Point

Things to think about:

What’s your current safety culture like?

Is there room for improvement?

Questions?

Joe Caracci, Founder & CEOMonarch Risk Management

P: 717-645-8381E: jcaracci@monarchriskmanagement.com

www.monarchriskmanagement.com