Malhar Lakshman
Malhar Lakshman

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Articles
10
Tue 27 September 2022
When a company has a direct report that isn’t necessarily meeting expectations, its managers generally take action. This is not an unreasonable process, since a direct report that isn’t performing can cause complications for the rest of the team members. One of the most frequent actions taken by a manager, or potentially even Human Resources, is what is known as a Performance Improvement Plan, or a PIP. 

               The main goal of a Performance Improvement Plan is to correct an employee’s issues that management has grievances with. At least, that’s how they are perceived on paper. In actuality, PIPs are often used as a way to either remove responsibilities from a direct report or as a way to force an employee to quit of their own volition, thereby attempting to negate the need for unemployment. According to Lawyer Mike Carey, a Connecticut-based employment law attorney, only 5% to 10% of employees stay with a company after starting a PIP. 

               In many workplaces, leaders view a PIP as a “gateway” to getting that person off the team.

What else is wrong with a PIP?

               There are several problems with PIPs:

·        PIPs provide no formal legal protection- Employees under a PIP can still choose to go to litigation for wrongful termination or a hostile work environment. 
·        PIPs often cause additional work for team members- PIPs often mean that employees have reduced responsibilities to display improvement and competence, which often means that their removed responsibilities are passed along to their peers.
·        PIPs require a large amount of maintenance and supervision- A properly set up PIP with a responsible and empathetic manager requires near-constant communication and monitoring, which not only burns time but also can be overwhelming for the employee.

Can a PIP be beneficial?

               The modern-day definition of the Performance Improvement Plan, as stated above, is not sustainable, and overall, just doesn’t benefit employees or employers in any way.  However, a modified format of this plan can work but will be strongly dependent on how willing a manager is to assist the employee. 

How to determine if a PIP is appropriate to use

               The first step of a PIP should be to determine if it is even a good idea to implement or attempt to start. 

1)      Is termination the end goal? Or is the employee too good of a potential asset to consider terminating? Depending on a manager’s answers to these questions, a PIP may not be appropriate. The goal of a Performance Improvement Plan is to Improve employee performance, not intimidate them out of a position. If a manager is already dead-set on terminating an employee, it is better to do so than to attempt to not only patch this relationship and try to repair preconceived opinions. 
2)      Certain issues are better handled with a formal structured plan, while others will not benefit from that. If a direct report is having trouble with meeting deadlines, or similar performance issues, a performance improvement plan will be a good option. However, if they are encountering disciplinary issues, such as fighting with other staff, or insubordination, an improvement plan would not be the best option.
3)      Empathy can go a long way in regard to staff not necessarily meeting expectations. If a manager notices that one of their direct reports undergoes a sudden change in attitude, while also displaying signs of anxiety or depression, it may be best to have a 1:1 with them. Employees have personal lives as well, and issues can easily trickle over from the personal to professional realms. Managers should use this 1:1 to see if there are any underlying factors or circumstances that may have caused this decrease in quality from their subordinates.

Setting up a Performance Improvement Plan

               When setting up a performance improvement plan, a manager should be straight to the point with their direct reports. This conversation should include the following aspects:

·        Who- This refers to not only who will be undergoing this performance improvement plan, but also to whom they will report, as well as a contact for them within Human Resources.
·        What- This will include information such as what a performance improvement plan is since most direct reports will have a different outlook on PIPs in comparison to management.
·        Why- This will generally entail an explanation as to why the employee is being forced to undergo this PIP.  This explanation should include quantitative data, such as how often work was handed in after a deadline or a percentage of tasks that they have done that were deemed incomplete or lacking.
·        How- This would include what would be known as the “Terms and Conditions.” This will be further expanded on, but in short, the Terms and Conditions include what an employee will be required to do as part of their improvement plan. In addition to this, the terms should explicitly go into detail about what will happen if further expectations aren’t met. This is most often termination. While termination is not the desired outcome of a PIP, it is still a potential outcome, and often an option after this process.

The Terms of a Performance Improvement Plan

               The goal of a PIP is once again, to improve an employee’s performance, and help them either learn new skills or rectify previously known misconstructions. Therefore, a set of goals should be set for this employee to attempt. Similar to the goals that a manager should have, these should all be SMART Goals. As a note of reference, SMART Goals are designated as Specific, Measurable, Attainable, Relevant, and Time-Bound.

·        Specific allows a manager to put more explicit details on their goals, such as what they may pertain to.
·        Measurable means that there is a quantitative element to the goal
·        Attainable means that these goals are actually possible to do
·        Relevant refers to how the goal relates to company goals and mindsets
·        Time-Bound means that there is a chronological element to the goal

Here are some examples of goals that can be proposed to prospective PIP targets.

·        Employee A must have a task competition rate of at least 75% over the next three weeks
·        Employee F must conclude 85% of their training modules within the next 2 weeks
·        Employee must increase their customer conversion rate to at least 5 customers per week by the start of next month. 

One great way to measure and track these goals you are measuring with an employee you have put on a performance improvement plan is with AIM Insights.

With this advice, a manager should be able to start, create, and implement a PIP. These can be difficult to follow through with but will help not only the company but also the employee. 

 

Fri 16 September 2022
Most managers and companies tend to prioritize results and goals over other aspects of the work like team chemistry or organizational citizenship. Generally, direct reports assume the role of a vital cog in this process. However, when direct reports fail to meet expectations, it can result in a lot of work for their peers, as well as their managers. Consequently, the first step a manager will take is often a reprimand followed by termination.

Why Terminations aren’t necessarily the Best Option

            Firstly, the most important aspect of terminating, or firing an employee, is that a replacement worker must be found. Sometimes, a manager can get lucky and find a good candidate in-house, but the majority of times, they need to go through the entire hiring process once more.  

The hiring process includes posting an advertisement, reading through applications, scheduling and hosting interviews, conducting background checks, validating certifications, and on top of that, an onboarding process. In addition to that, the former employee will typically receive some form of a severance package with the parting of ways.  Termination also eats up time with exit interviews, appeals, and potential litigation as a result of unlawful termination claims. 

All in all, terminations can be very expensive for time and money. But how else should a manager deal with an employee who isn’t necessarily living up to the expectations held of them?  There are typically a few options.

Understanding the Root of the Problem

As with many other discrepancies within the workplace, communicating with an employee can often result in finding the source of the problem. Oftentimes, people have personal baggage that may make its way within the workplace. In addition to baggage, worker stress is a very real phenomenon. In most circumstances, bad employees aren’t intentionally bad employees, they just made decisions that negatively impacted the business and didn’t have anyone to bounce the idea of logic off of before acting.

Signs of worker stress include the following:

·       Reclusive Behavior- This does not include introverted behavior, but rather the contrast between this and previous behavior.
·       Change in  Body Language- This once again, does not necessarily mean introverted behavior,  but rather withdrawn activity, slumps, and similar posture.
·       Personality Clashes- When someone is in distress or dealing with trauma, they may lash out at other people, or attempt to withhold their grief. 
·       Change in Productivity- Trauma survivors tend to have harsh changes in how much work they can accomplish.

One thing to take note of is that these are often signs of distress within most areas, but are often better exposed within the workplace. If a manager notices that one of their direct reports undergoes a sudden change in attitude, while also displaying signs of anxiety or depression, it may be best to have a 1:1 with them. Being empathetic will often yield much greater results than being confrontational within this 1:1. Understand that it takes a significant amount of trauma for a person to have changed a significant amount. 

A good example of this would be from one of my jobs while in high school, which was the role of a swim coach. I was a member of a team of 7, with shifts assigned to us by our aquatics director each week, and sometimes also by our camp director. We continued in this way for two to three years, and then all of a sudden, we were either missing pay, not getting our names on the schedule, or worst of all, not receiving a schedule whatsoever. We ended up complaining to our director since it appeared that our camp director was not fulfilling her job requirements, and as a result, damaging our financial abilities with no regard for or time. 

Our boss was a very thorough individual and was able to have a healthy conversation with our camp director, out of concern for her performance, as well as her well-being. It had turned out that she had not only lost her father the previous week but had also been given additional responsibilities by the overall site director. With no other relatives, she alone was in charge of managing all probate-related duties and processes, but also organizing funeral details and bills. All in all, she was completely overwhelmed. 

Now, in worse managed work environments, this camp director, despite boasting over 15 years of experience in the field, would’ve been terminated. However, our boss knew her potential, and that this was a life-changing period of time for her. Therefore, he took on additional responsibilities and gave her as much time off as she needed. About a month later, she came back and was able to not only resume her original responsibilities but also that of her new position, to much more success. 

The moral of this story is that being empathetic is well-advised. Proper communication with direct reports is not only better for workplace relationships, but also ideal for difficult situations such as this. Providing accommodations for workers can eliminate the need for a replacement process.

How to Help Employees who are having trouble meeting expectations

While there are often employees who are undergoing significant personal situations, some employees may be unaccustomed to their new workloads, and responsibilities, or just find the material difficult. In this case, it is the manager’s responsibility and duty to try to assist these individuals. 

Using an impartial process can often help employees who are struggling. These are often known as Performance Improvement Plans or PIPs. The one problem with these is that they are often viewed extremely negatively, and often as a pathway to termination. Rather than giving strong targets that must be hit in order to maintain a job, managers should give fluid and flexible objectives that will not only allow for more success, but also for employee education and improvement. Using a device such as AIM Insights can also allow for a manager to have greater ease checking what goals have been met, along with more aggregated data about these goals, such as percent of goals achieved, and similar functions.

No manager should want to terminate an employee but may feel pressure to do so. While termination may still be required, it is best to approach these situations with empathy, and attempt to solve the problem in-house without resorting to this step.

Thu 8 September 2022
Handling personnel conflict is an essential part of a manager’s position. Regardless of how strong the company culture is, human challenges are inevitable. Since many team members have different work styles and personalities, there’s always the possibility they will clash. However, proper management of these problems can not only rectify conflict but also set up the workplace to be better equipped for future mitigation.

What is Workplace Conflict?

Workplace Conflict is often defined by CPP Global, or the creators of the Myers-Briggs Test, as “any workplace disagreement that disrupts the flow of work.” CPP also noted that “85% of both individual contributors and leaders agreed they experienced some amount of inevitable conflict at work.” Conflict can manifest itself within the office in quite a few different ways, including some of the following:

·        Disagreements or Arguments
·        Verbal Abuse
·        Personality Clashes
·        Bullying
·        Difficult Relationships
·        Discriminatory Behavior
·        Physical Abuse or Harassment

Conflict is damaging in the workplace and can be a cause of a significant drop in productivity. According to Pollack Peacebuilding, each year an average of 485,000 individuals resign from their job as a result of conflicts with other coworkers. Replacing a direct report can be extremely expensive, since the hiring process often includes creating and distributing job postings, holding interviews, and going through training and onboarding processes. The easiest way to prevent this is to recognize the sources of conflict in the workplace as a manager.

What Causes Workplace Conflict?

            According to Gallup, one of the most frequent causes of all workplace conflict is inadequate communication. These communication breakdowns often pertain to the following causes:

·        Procedural Disagreements- These are typically when individuals cannot get on the same page regarding what work is required for completing a project. This can also include delegation of tasks.
·        Timeline/Deadline Disagreements- These occur when individuals have discrepancies on when a project or its pertaining components are to be completed.
·        Unrealistic Workloads- This will occur when certain direct reports have too much on their plate and either release their frustration on other coworkers, or gradually pull away to the point of what is known as “ghosting”, or disappear from the project either partially or completely.
·        Criticism- Many executive leaders often recommend following a constructive criticism structure to prevent unintentional verbal barrages onto recipients. However, some direct reports may not be able to take criticism well, and may consequently shut down, become overly defensive, and as a result, get into conflicts with other team members. 

How do Managers Prevent Conflict?

Managers can have many tools at their disposal to help mitigate or prevent conflict entirely. Many experts regard conflict with the same opinion as a fire- stopping it at the source will help prevent it from spreading. Looking for signs of conflict can be an important step for a manager in this venture.

Signs of Conflict are indicators that something may be amiss in the workplace. Many of these are often discovered in a 1:1 meeting, which should emphasize the importance of these meetings. Managers should not be afraid to ask about how a direct report is feeling about their coworkers and teammates during these meetings. 

Some signs of conflict within a team include the following:

·        Work is consistently late, or not of high quality
·        Requests to change groups, assignments, or transfers
·        Communication within teams is strictly for business, as opposed to being a mix of casual and professional
·        Issues directly brought up in manager/direct report 1:1 meetings
·        Tardiness
·        Frequent requests for Time off

Managers can also use Ambition in Motion’s AIM Insights to assist in tracking productivity and employee sentiment. AIM Insights allows managers to view how effectively and efficiently their direct reports completed the work that was assigned to them. It also has surveys explicitly for direct reports in regard to their feelings about their tasks. This metadata can help track a problem on its way to becoming a conflict. 

For example, let's say that Jake is a manager supervising Alicia, Bruno, and Hayley. Jake has been using AIM Insights for two months and is noticing that Alicia’s work has- by her own definition- not been up to par. He can also see that Alicia has been increasingly tardy with her work, often delivering her tasks well after deadlines, causing Bruno and Hayley to have to work overtime to ensure complete projects by company deadlines. Jake also can see how Bruno and Hayley feel about their work, and upon noticing that they are frequently having to do extra tasks without any overtime, can see the problem brewing. 

After using this data, Jake has the ability to approach Alicia and have a 1:1 with her and heading off any potential conflict between the teammates. 

Managers should also always be providing conflict recognition training to their direct reports. Creating a culture in the workplace that minimizes conflict, but can also recognize it will be invaluable to the company. 

This isn’t to say that all conflict is bad conflict. There is such a thing as healthy conflict. But for this article, we are focusing on eradicating negative conflict. 

Perhaps in this situation, Alicia could be going through something personal that is impacting her work output. As opposed to ignoring it and letting the frustration brew, or disciplining her without cause, it is critical that the manager better understand where she is coming from before determining the next step.

How to Manage Conflict that is already present

While heading off conflict before it erupts is ideal, it is unreasonable and naïve to believe that a manager will be able to always stop all conflict from even occurring. Therefore, professionalism will be of the utmost importance as they work with their direct reports. Here are some tips for managing conflict.

1.      Be objective- There is often no “good guy” vs “bad guy” situation set up. Conflict often goes both ways. 
2.      Acknowledge the conflict, and don’t be afraid to ask questions about it- Addressing an elephant in the room can often mitigate tensions, and then help to solve it.
3.      Facilitate a healthy discussion with the conflicting parties- Poor communication tends to cause many problems within a workplace. Sometimes addressing grievances can solve problems. 
4.      Use data- Stick to pure facts, and avoid bringing up sentiment. Telling a direct report that their coworker hates them will never help. However, explaining to them that they had a deadline that wasn’t met at the expense of their coworker’s time will have a much better impact. 
5.      Think about solving the problem, not the person- Having differing opinions helps the workplace so much more since workers can approach problems from different angles, often allowing managers to pick the most efficient solution for a problem. Fixing a problem between people is much more likely to be sustainable than changing the individual worker styles. 
6.      Create a plan for the future- It isn’t unlikely that the reason for this conflict could happen again in the future. Try to anticipate how it might manifest itself and create an action plan to avoid repeating history. 

Oftentimes, managers are quick to terminate before seeking to problem-solve with a direct report that is struggling or clashing with another team member(s). In most cases, this person isn’t intentionally trying to sabotage the team or create frustration for others. More often than not, they have pure intentions that aren’t being received in the way they were intended. The best managers seek to understand before diagnosing and rectifying a situation. Oftentimes, those solutions can be created by creating a lens as to how others are experiencing their actions and proposing new ways of doing things.

Conflict can be intimidating for any manager- especially newer ones. With the right skills, a manager need not worry about conflict and instead focus on being the most efficient they can be with their direct reports. 

Thu 1 September 2022
Construction managers often face several challenges in the workplace, as well as outside of it. Whether it’s pulling permits or workplace injuries, there is almost always some form of challenge that they face. However, the following tools are what every construction manager should have to ensure that their day gets easier.

1)     AIM Insights

Human Resources Information Systems are often one of the most useful tools by a manager for a few reasons, including tracking employee data, retaining demographics, and automation of tasks for HR staff.  AIM Insights integrates seamlessly into this, allowing managers to set goals, determine completion, as well as monitor the status of training. AIM Insights is particularly beneficial in the construction space as it leverages a bottom-up approach to helping front-line employees set goals that are safety-focused. Early studies have shown that when employees set their own goals focused on safety, they are much more likely to partake in safety activities.

For example, on a mining site, employees frequently wouldn’t wear goggles because they would fog up, blurring their vision, which is dangerous when drilling. So many employees wouldn’t wear their goggles or only temporarily wear them to appease their boss or senior leadership. Once they started implementing AIM Insights, different employees started proposing safety goals and solutions, and eventually, they were able to find a pair of goggles that were similar to pool goggles where they were close to their eyeballs and they didn’t fog up while still providing safety for their eyes. When the employees participated in the solution versus being told what to do, they were much more likely to follow the safety protocols.

In an industry marked by injury and litigation, tracking the status of training can help prevent both of these. Along with this, managers can earn a people leader certification to help improve their skills. This certification would include executive coaching as well. 

2)     Estimation Software

Contractors will always be asked for one number upfront by a client- how much a project will cost them.  This number is often devised by calculating the cost of all required materials, the cost of pulling permits, and the cost of labor.  The company’s own profit margin may be taken into account as well. Sometimes, creating a quote requires contacting multiple vendors to determine costs. However, this software can automatically request multiple quotes from different vendors at once. Using software can save an estimator hours of time that could then be better served elsewhere. Estimation software also has a lower margin of error than an individual. In addition to this, this type of software can also find where to cut costs as well. Software such as this can evaluate subcontractor bids and compare them to each other, and then to the schedule of the clients. It can then automatically find the most efficient and inexpensive option. Estimation software can also determine procurement timeframes as well, which is much harder to do by hand. 

3)     Cloud Storage

There are a lot of moving parts in creating a project. The two most important individuals in a project are often the Owner and the Manager. These two often have several important decisions to make regarding purchasing materials, assigning staff, and other logistical details. Having this information easily accessible to multiple people at once for both asynchronous and synchronous work can make a massive difference for users.  In addition to that, when determining budgets and expenditures, having multiple people working on a document at the same time can dramatically improve efficiency. Imagine using an online version of a database as opposed to Microsoft Access. Access databases are a great choice, but are limited to only one user being able to access them at a time. An online, cloud-stored database has no such weakness. 

4)     Construction Accounting Software (And an accountant)

The most common practice for accounting is to operate around a period of time. For example, most companies tend to release quarterly or yearly, or maybe even monthly statements. The problem with this for contractors though, is that most jobs have some form of unique input or requirement. They are also perpetually opening and closing projects during the year. 

Consequently, contractors have their own methods of accounting, known as Construction Accounting. This is centered around each project, as opposed to a period of time. Construction Accounting software is better designed to assist with contractors’ specific timelines and schedules, and as such, is a much better fit for them.  This will allow the average project manager to be able to track budgets, assets, and liabilities, while still receiving information pertinent to their industry.  It is important to note that this is not a substitute for finding a CPA. However, it may assist a manager in checking their finances. 

5)     Insurance

All state laws, and some federal laws, require contractors to have a certain amount of insurance.  The following are just examples of what most areas require.

·        General Liability Insurance- This covers bodily injury claims, medical payments, covers any property damage, as well as copyright infringement.
·        Professional Liability Insurance- This covers any financial damages from the services you provide. For example, if a web developer makes a mistake on an e-commerce site, he could be sued for missed sales opportunities. With professional liability, this would be covered.
·        Vehicle and Auto Insurance- This is insurance needed in order to drive or operate vehicles as a form of transportation. This would protect a contractor in the event of a car accident while driving to a site.
·        Inland Marine Insurance – Funnily enough, this does not in fact have anything to do with the sea or ocean. Inland Marine Insurance refers to covering any product, materials, or equipment when transported over land, or warehoused by a third party. This is especially important for project managers who are transporting heavy equipment or materials. Auto Insurance does not cover damage caused to these. However, Inland Marine Insurance will in fact do so.
·        Contractor License Bonds- These are purchased from state licensing boards and are often necessary in order to comply with building codes and are a condition for permits or licensure. 
·        Workers Compensation Insurance- This insurance is similar to General Liability Insurance but can cover gross damages on the worksite. It is far more specialized than general insurance, and typically has higher amounts of coverage.
6)     A Network

                      This is more often the case within construction, rather than general contracting, but most project managers have a network of subcontractors that they will use for each project. This network includes civil engineers, carpenters, masons, plumbers, electricians, and often quite a few other trades. 

                      A powerful network enables managers to have a quality talent pool for any of their upcoming projects and eliminates the need to have to hire and file checks on every contractor they have, saving time down the line. Managers can often get preferred vendor rates from subcontractors in exchange for having them on retainer as well, cutting costs dramatically.  

                      With all of this in hand, a good manager should be able to make the most out of their projects, and will easily be able to succeed at their job. 

Tue 30 August 2022
In a time when more and more workplace injuries are occurring, it is important for managers and leaders to improve safety in the workplace, particularly in areas where there is a higher risk of injury. According to the Bureau of Labor Statistics,  the Construction and Manufacturing industries make up 10 of the top 15 fields where injuries occur in the workplace. 

                      Safety incidents don’t even solely affect the workers involved. They also have a strong trickle-up effect, as a result of fines, litigation, and replacement training. In 2022, Dollar General was struck with a 1.3 million dollar fine by the Department of Labor for staggeringly dangerous work environments, including but not limited to obstructed exit routes, missing sprinklers, and inaccessible electrical panels. 

                      With all of this in mind, managers should not only care about their profit line but about the safety of their direct reports. But how can these leaders improve safety in the workplace while still maintaining their profits? 

Safety Costs Associated with Incidents

                      The first cost that a manager should recognize is one of the steepest scaling costs in the manufacturing industry- the EMR, or experience modifier rate. This is a number that insurance agencies will use to determine premiums and compensation rates. EMRs are determined based on a specific company’s historical cost of injuries and future risk chances. This number is then compared with the average losses other companies accrue in a specific state. 

                      The average EMR tends to gravitate around 1.0. The lower an EMR is, the lower the compensation amounts are, which also applies vice versa as well. In addition, the higher an EMR is, the higher the insurance premiums are. EMRs are considered to be very accurate due to a concept known as Experience Rating, which states that history tends to repeat itself. Losses in the future will probably be similar to those of the past. 

                      EMRs are extremely important in the Manufacturing and Construction Industry for one sole reason. Every business in these industries is required by State and Federal Law to have the following insurance coverages: 

·        General Liability Insurance
·        Professional Liability Insurance
·        Vehicle and Auto Insurance
·        Inland Marine Insurance (Refers to any equipment that is towed)
·        Contractor License Bonds
·        Workers Compensation Insurance

              Some states may even require further insurance. All of these insurances have periodic costs known as premiums, which can be increased depending on how often the insurance was used. Imagine how quickly this can add up. Insurance can be extremely expensive. It is important to note that insurance does not always cover negligent activity.

              Businesses should also account for costs associated with OSHA requirements. OSHA is the Occupational Safety and Health Administration, and is the federal board charged with “ensuring safe and healthy working conditions by setting and enforcing standards and by providing training, outreach, education, and assistance”. They can also audit workplaces, and determine if they are in violation of safety protocol. 

              OSHA also mandates that workers receive a certain amount of company-funded training. This is required to be kept up to date and does get checked frequently as well, so it can’t be completed in-house and under the radar. For example, when I worked as a lifeguard, I was required to receive training in managing bloodborne exposure, basic and advanced first aid, bodily waste management, and hazardous chemical management. 

How does a manager improve safety in the workplace?

              The first step in adding safety to the workplace is to conduct very thorough examinations of your personnel, equipment, and workspace. 

                      Personnel examination refers to checking any of their personal certifications and doing a thorough background check. Managers should also contact prior employers. User error is a common bane in the construction industry, and 86% of contractors admit to having made an error in the field. The severity of an error can make a very big difference, however. In addition to that, a common sanction placed on dangerous employees is for certifications to be voided. Checking into the history of a certification can make a big difference. While some managers believe that people may improve, it is important to remember that in the construction industry, safety should always be the number one priority. Background checks are important to read over due to potential liability. If a worker has been sued in the past for negligent behavior, bringing them onto staff could prove to be dangerous, and if a mistake is repeated, litigious. 

                      Equipment examination should be something that a manager not only trains workers on but should be proficient with themselves. Heavy machinery such as forklifts, cranes, and bulldozers, along with their associated equipment such as ratchets, braces, and supports should always be examined before any use. In addition to this, managers should frequently bring in experts and mechanics to determine the safety and longevity of their specialized equipment. While yes, these machines are expensive and built to last, nothing can be left up to chance with them, due to the inherent danger that they pose. 

                      Workplace examination is something that an outside entity or inspector should assess. The ideal goal of this is to ensure OSHA Compliance, as well as to ensure that the workplace is a safe area to be within.  OSHA will also conduct this examination, for a fee

                      The next step in adding safety to the workplace is to create a proper education program. Managers should facilitate a space in which it is not only okay but welcomed for workers to ask questions about safety compliance and regulations. The environment should be designed in a way to offer as many educational opportunities as possible for this. In my experience as a paramedic, I was also required to attend monthly in-services, where we would have our squad leader going over every safety feature and regulation in not only the house but also on our ambulances.  This not only gave us refreshers on the safety tools already present but ones that were brand new as well. This actually ended up saving one of my coworkers’ lives. In our in-service, we were taught about the C02 Fire Suppression System within the AIRTIGHT server room connecting us to 9-1-1 Dispatchers and our radio systems. One very important thing that was noted was the fire axe planted next to the door. C02 Fire Suppression Systems are designed to be waterless and can extinguish a fire without creating a mess or damaging electronics. However, the C02 removes the oxygen from the room, strangling the fire. Naturally, this is incredibly dangerous for individuals in the room.  This system ended up triggering while a technician was working in the room. If he didn’t know where the axe was to break the window and allow oxygen to come into the room, he would’ve most likely suffocated to death. Thanks to his safety training, he was able to escape with his life. 

                      Another thing managers in the manufacturing industry can do to increase safety is to implement AIM Insights. AIM Insights and the subsequent AIM Insights People Leader Certification can help companies improve their safety by deploying a bottom-up approach to helping employees identify innovative solutions to improving safety and communication guidance from executive coaches on how to handle difficult situations when a manager has an employee not abiding by safety rules. 

                      Safety is a product of tolerance. The more we tolerate bad behavior, the more likely accidents will occur. AIM Insights helps managers bridge a gap between the inconvenience of following safety procedures with the discomfort of confronting somebody in a manner that drives mutual understanding and compliance.

                      This should assist managers with starting to improve safety within their workplaces. It is important to note that incidents will always happen within the work sites. However, with proper management, this number should go down and enable a safer area.  

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